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Nov 09 Seminar_Programme_final.doc 19 November 2009

IRSE SEMINAR: The Future Education and Training of Train Control Engineers and Technicians

24th November 2009, IMechE, 1 Birdcage Walk, London, SW1H 9JJ, UK

Programme Subject Speaker

09.45 Welcome and Introduction Frans Heijnen IRSE President

SESSION 1 09.55 Keynote Address 1 – Impact of change on personal

development of S&T engineers and technicians Eddie Goddard, Head of Engineering – Line Upgrades, LUL

10.15 Keynote Address 2 – What are the future business requirements?

Steve Hailes, Director of Control & Communications Engineering, Network Rail

10.35 What is happening to the population demographics? Paul Jackson, Chief Executive, Engineering Technology Board (ETB)

10.50 Q & A

11.10 Coffee

SESSION 2

11.35 What changes are happening in the education of young people and general engineering qualifications?

Kevin Marchand, GoSkills

12.00 What is going wrong at present – a working engineer’s perspective.

Bruce MacDougall, IRSE Fellow

12.30 Q&A

12.55 Lunch

SESSION 3

13.45 What is happening now with engineering training in companies?

Network Rail Apprentices Bill Alexander, Apprentice Training Manager, Network Rail

Engineering training Craig King, Technical Director, Catalis

Conversion programmes Andy Knight, Managing Director, Signet Solutions

A Suppliers View Karl Dodsworth, Director, Engineering and Andrea Knight, HR Business Partner, Bombardier Transportation

14.45 A Global Perspective on the Problem

Buddhadev Dutta Chowdhury, Bombardier and Les Brearley, Head of Ansaldo Academy Ansaldo STS Australia

15.30 Q&A

15.45 Guided discussion around the topic of education and training in the industry

Craig King, Technical Director, Catalis & Colin Porter, Chief Executive, IRSE

16.10 Closing Remarks Frans Heijnen, IRSE President

16.15 Close

Impact of change on personal development of S&T engineers and

technicians

Eddie Goddard

Head of Engineering –Line Upgrades

London Underground.

Impact of change on personal development of S&T engineers and

technicians

• How did I become a signal engineer?

• What has changed?

• What do we need to do to develop the new generation?

A Typical 1960’s Schoolboy

EnglishMathsPhysics

Dip Tech Trainee

• Apprenticeship “Oily rag”• Cable laying, testing transistors in goods inward

inspection• Learning how to use a lathe• Sitting in a Power Signal Linesman’s depot• Copying others circuits• Signal school PSL course• Attending IRSE papers, Technical visits,

Conventions• Graduating

First job

Drawing Office

• Prepared

• Checked

• Approved

Control room

• Working with line controller

• Observing operation of railway

• Helping out

Working together

• Operating, Data Processing, Operational Research, Signalling

• Determine specification

• Get the money– Prepare submissions

– Present to board

– Prepare specification

– Tender

• Student – Conventions, Technical visits, Lectures, Endless discussions

• Member – Conventions, Technical visits, Lectures, Discussions, Present papers

• Fellow – Sub Committees, Conventions, etc.

• President – Committees, Conventions, etc.

• Now – Sanity

The Changing Railway

• From integrated

• Through fragmented

• To ?

Signalling in the 1960’s Railway

Chief Signal Engineer

Commercial Manager

Chief OperationsManager

Design office

Design Engineer

Installation

Installation Engineer

Maintenance

Test andCommission

ContractManager

R&D Application Engineering

ProductFactory Testing

Manufacture

Engineering

2nd Line Maintenace

Production

ContractManager

ManagingDirector

Joint teams Goods inwards inspection Cost Plus

Failure investigation

Working together

The 1960’s Railway

Stations

StrategyEngineer-

ingOperating

Infrastruc-ture

Trains

Product Support

Manufacture

The Railway

The Supplier

Post Privatisation

TrainOperatingcompany

InfrastructureRolling Stock

company

Treasury

Dept of Transport

Strategic Rail Authority

Rolling Stock

Supplier

Sub contractors

Signalling Supplier

Operator

Maintainer

Testers

Supply ChainTreasury, DfT, SRA,

Infraco

Installer

Holding Company

Rolling Stock

supplier

Data Preperatio

ApplicationDesign

Manufacturing

Integration

Software

Hardware

Factory Acceptance testing

London Underground

Infraco

Treasury

Dept of Transport

Strategic Rail Authority

Rolling Stock

Supplier

Sub contractors

Signalling Supplier

Trains

Stations

Strategy

Infrastructure

Projects

Maintenance

Resourcing

• High Speed lines being built

• Railways modernising throughout the world

• New Metros being built

• Old Metros needing upgrading

• There are not enough Signal Engineers to meet the demand – In the UK at least.

GCSE STEM subject 450,000

A level STEM subject

EngineeringGraduate

Enter Engineering

Enter Transport

45,000

10,00014,000

<10,000

Further Education

Rate of attrition

Other joiners Leave/Retire -2,000300

ScienceTechnologyEngineeringMaths

Engineering Joiners and Leavers

<1,000

Sponsor degrees and Masters

Encourage kids to do maths and physicsIncrease awareness of Engineering

Education

Opportunities

• Provide training posts for others• Provide training facilities• Use the power of simulation

– To help determine what you want– To get it right– To enable innovative young engineers to try

things out in a safe environment– To avoid inconveniencing our customers

• Encourage further education

Why support engineering and planning careers in schools?

We need more engineers and planners

Engineering/planning offers young people better life choices than many career options.

Widening participation in engineering/planning works because the value proposition is so strong.

We want to provide an authentic engineering and planning education.

Always look on the bright side of life

• Signalling now recognised as the future of railways.

• Technical challenges greater than ever.

• Wider range of disciplines and great opportunities

• Less authoritarian, more choice and freedom to plan your career

• Many excellent young signal engineers

Younger members

Network Rail Infrastructure Ltd Registered Office Kings Place, 90 York Way, London, N1 9AG Registered in England and Wales No. 2904587 www.networkrail.co.uk

C:\LRRail\Docs\irse current chp\Programme\Current Prog 2009\seminar 091124\10_15am steve hailes.doc

IRSE SEMINAR: The Future Education and Training of Train Control Engineers and Technicians 24th November 2009, IMechE, 1 Birdcage Walk, London, SWH 9JJ, UK (10.15-10.35) Keynote Address 2 – What are the future business requirements? What are the needs of business for S&T/train control engineers and technicians for the future Good morning ladies & gentlemen. As the Chief Exec has explained, I am currently seconded by Network Rail to the role of Director of Control & Communications Engineering, leading a directorate that was created in September 2008. After a period without anyone undertaking the role, I took it on in February this year and one of my first actions was to bring my senior management team together to understand what the Directorate’s purpose is. This quickly caused a discussion on what “Control & Communications” was actually about, in which one member of staff suggested Control & Communications was “the Signals & Telecoms Department for the 21st Century”. We rather liked that soundbite and adopted it. However, many of you are wise enough to know that soundbites can bite back. The “Control & Communications” directorate will disappear again as a result of the reorganisation due to take place at the end of this month, and I find myself now the designate appointee to the Professional Head of …. Signals & Telecoms. Suddenly I find myself reversing back to the 20th century technology - well at least it could be worse - some people still believe S&T stands for “Signals & Telegraph” … In thinking about the future business requirements for engineers and technicians, I find myself drawn to both the technology of the Control & Communications Engineer, and the technology of the Signals & Telecoms Engineer - the future and the traditional. Both have an important part to play, with the current intake of school and university leavers likely to complete their careers in the middle of the 21st century. As they do so, 19th & 20th century technology will still be in use, but I’m sure that technology we haven’t even got the mental capacity to imagine will be commonly exploited by then, even in this safety critical industry. In doing so I’m presenting my own views, not necessarily those of Network Rail, although inevitably I draw a lot on my experience within the mainline UK rail industry. My views have been shaped by thoughts shared with me by a cross-section of people from across the UK main-line rail industry, to whom I express my thanks. The context of this discussion has to be the gaps in experience that I see currently within the mainline rail industry - at least within Network Rail. In this we are far from being unique in the UK’s privatisation programme of the 1980s and 90s. It can be traced quite clearly to the reduction in graduate and apprentice recruitment that we saw begin around 1992 as British Rail faced privatisation, and which (with a few exceptions) continued for well over ten years. It was Network Rail that really re-commenced an engineering graduate recruitment programme in the early part of this decade. But it has left a ten-year gap that can be seen in the age profile of people in posts within the signalling & telecoms function, and now we see this impacting our middle management layer where retirements are opening up vacancies which we are struggling to fill both internally. A similar gap in technician level has reflected the general loss of interest amongst school leavers in the basic craft skills; Network Rail’s vision of filling this through its Modern Apprenticeship scheme is something this seminar will hear more about later today. What is most worrying for me is the complete absence of the intermediate layer of training and development schemes. When I joined this industry British Rail had a significant Junior Technical Officer stream, which produced people who would see their career path as potentially two thirds working on the

drawing boards doing signalling design, and the final third in the role of the checker and approver. This is a career path similar to that described by Eddie Goddard as his starting point in railway signalling. They would aspire to do an HNC but not a degree; in today’s Engineering Council terminology, they’d aim for Incorporated Engineer. We must re-create that development stream, and I know that Network Rail sees the best of the Apprentices as being selected for further technical training, to lead to taking on such roles, a move I applaud and encourage. But equally we must rethink our graduate recruitment - in my personal view Network Rail is over-recruiting the Masters graduates who expect to be Chartered and become Senior Engineers, at the expense of developing Bachelors who will become Incorporated Engineers and will settle for a steadier pattern of career development. But although this is my frustration, what is clear is that Network Rail is in the Apprentice and Graduate recruitment markets for the long term, and I expect we will be recruiting for both in 2010 in line with our existing programmes. So what are the business requirements? Although not key to today’s main topic, let’s think first about keeping the older generation of technology going. Network Rail operates something over 800 signalboxes, of which around 500 have mechanical lever frames. As you know, we are investigating the case for renewal of these using modular signalling, with two trial routes already in contract and development work on others under way. But unless we get truly cost effective solutions the roll-out will depend upon many other factors, and we cannot take recruitment and training decisions now based upon an assumption that we can rely on our existing cadre of experienced but aging technicians to keep this technology going. So we need to bring on a new generation of people who have the craft skills to work with mechanical signalling equipment on the ground, and the interest in the design principles to allow alterations to be made where these are necessary. In the past few years Network Rail has deliberately introduced mechanical engineers into the S&T training programme, some of whom have immersed themselves in the world of the locking fitters, and others have begun to think about new approaches to the design & construction of signal posts and gantries, and we need to continue and improve this. What’s more, we need to take a cross-functional approach, exemplified by the recent creation of a Switch & Crossing policy team, where track, signalling and plant (for points heating) experts are working together to integrate our policy & standards in this area. Moving forwards, the challenge in operating railways today is to improve reliability whilst at the same time increasing access to the line. Our timetable must be our promise to the industry’s customers, the travelling public - they should expect trains to run to the timetable safely and reliably, and each year they should expect to see more trains operating for greater periods of the day, including at weekends. This means we have got to get our maintenance right, we have to be intolerant of poor asset conditions, and when failures occur we must get to the bottom of the problem and fix it quickly. These represent big challenges about procuring the right equipment, and in using both Reliability Centred Maintenance and Remote Condition Monitoring techniques effectively, but it also means we must develop highly skilled and motivated technicians who will deliver these enhanced levels of reliability despite the ever reducing windows to get in and keep the equipment maintained. My personal view is that somehow we must break a barrier that exists in minds across the industry; we must feed incorporated engineers into the technician grades where their mental capacity and quick thinking can support the craft skilled apprentices in doing the right maintenance at the right time, and can quickly isolate the cause of failure and make the best decisions on how to fix it whilst minimising service impact. We need to continue to evolve our UK signalling principles, as we look to resolve the challenges of improving the safety of our system and dealing with the need to modify our principles to facilitate lower cost approaches to resignalling. But how do we get people with the experience of handling resignalling schemes and the knowledge & understanding of how these impact our signalling principles ? We have generated a “compliance culture” with our approach to company & group standards, where designers are expected to comply rather than challenge. In some areas we have seen, as a result, a lack of

understanding of why signalling principles exist, which means when a trade-off in risks is required, the designers lack the fundamental understanding necessary to manage the trade-off. We need to equip more signal engineers with both a questioning approach to our standards, and the power of reasoning to be able to develop alternative approaches. We want them to understand the basic principles of safe train operation and range of signalling principles that will support this. Thinking across the industry, this should be the same irrespective of employer or client served in both UK or abroad. And from this understanding we need them to be able to create or develop principles and standards for the next generation of railways. Examples would include new long-haul freight routes for transporting extracted ores or fuels and new metro networks. Having determined what these standards are, we need to find ways of expressing them. Clearly. Concisely. Comprehensively. And with the underpinning reasoning expressed, so that users know both what they need to do to comply, and when they can’t - or have to balance conflicting requirements - they can work out how to do so. But what of the technology of the future world? The most frequently emphasised theme in the input I received to this address will not come as a surprise to most of you: it is the need for convergence within the signalling field. Traditional interlocking and ‘signal box’ equipment has led to a natural division of responsibility between signalling and comms disciplines – this boundary is becoming increasingly blurred and will become more so with the advent of ‘Traffic Management’ systems. To complicate things further the Information Technology (or Computer systems) discipline will play a more significant role in the future. We need to give some thought to the type of person we need to emerge from this mix to efficiently design, test, commission and maintain these systems. Somehow we need to capture the best of the signal engineers, the telecoms engineers and the information technology specialists, and merge them into the signalling control engineers of the future. We need to really understand computer systems design and the software that drives them - maybe if we did so we would lose some of our nervousness of embedding them in the control system of the future. The embedding of the signalling control system into the train operating system adds another area of skills development need as we think about power and brake control systems impacted by the on-board equipment. As one correspondent said to me, the convergence of technologies and principles across mass transit or metro, suburban and mainline means that there will be more common skills required as we move to on-board systems such as ETCS. We have to add the traction and rolling stock engineering disciplines into the heady mix that the future Train Control engineer will have to embrace. How will we go about this ? I’ve already expressed my desire to see more development and training of Incorporated Engineers in this industry. I look forward to the next presentation, as we think about the skill sets of the future generation of engineers. We must work to entice more school leavers to believe that this is a worthwhile career choice - both in job satisfaction and financial rewards. Rail has a great future as it delivers a sustainable and environmentally friendly transport solution, and our future engineers will want to promote these aspects of their industry. Key to recruiting them now will be to promote a worth-while and exciting training and development programme. I enjoyed mine. Joining British Rail in the 1970s meant that I benefited from being able to move easily between signalling and telecoms, and between design, installation and maintenance. The creation of separate business entities in the 1994 privatisation made this more difficult - it was not possible, for example, to envisage a Railtrack graduate obtaining a placement with the Infrastructure Maintenance Company (or vice versa) as there was a fear of revealing information to the other party. The insourcing of maintenance activity by Network Rail has helped overcome this, and I believe that the current graduate training scheme offers good opportunities to obtain experience in key

skills. The early signs of a more mature approach to graduate development can be seen in the willingness of companies such as Invensys who have recently taken two NR graduates on an extended placement into their design offices. However, my career path was partly determined by my first job placement where I combined undertaking signalling scheme plan design, which fed my emerging interest in the fundamental signalling principles, with the opportunity to be out at weekends undertaking signalling works testing and which was followed about eighteen months later with a placement in the Area office doing project engineering and management of minor works delivered by our own gangs. We cannot offer this kind of range within our placements today. Interestingly for me, several correspondents picked up on that issue as well. Establishing an Industry wide vision for Education and Training would seem to me to be an important objective. As we see further convergence of technologies across mainline and mass transit, and between signalling, telecoms, computing/IT, and traction & rolling stock, an industry wide "academy", supported or sponsored by educational institutions, Infrastructure owners, operators, suppliers and professional institutions might benefit the industry as a whole. At the end of today there’s an opportunity to discuss whether there is room in this industry for a bigger training scheme delivering graduates with fully rounded skills. I look forward to the outcome of this. Interestingly this was something that was discussed in a graduate training and mentoring conference organised by DS&TE in 1993 in the run-up to privatisation, but was not progressed as the industry was, I believe at that time, too immature to see the need or work out the way of delivering it. But if anyone believes that this cannot be done today, then my recommendation would be to look at the ATOC lead Traction & Rolling Stock engineers scheme, as this does successfully place graduates owned by one company across other companies within a shared scheme. And finally, I believe we have got to address the continuing professional development and re-skilling of our engineers. I am amazed at the attitude of some companies to continuing skills training - above a certain age or grade it can feel like pushing jelly up a mountain to get approval for a technical training course. If our population is going to work longer in an industry where technology changes ever more frequently we will quickly get to the stage where a career will embrace not one but several technology changes. As I said at the beginning of this address, the graduates who joined this industry a couple of months ago will probably have to embrace technologies we can’t imagine today. We must get our industries to support this retraining. So what is the message of this keynote address? Well, I don’t think I’ve been able to impart to you any earth-shattering visions of the future. I really think we already agree that the challenges include: • the lack of interest in school leavers in engineering as a career choice; • the need to upskill, and almost professionalise, the technician level to embrace the needs of up and

coming technologies - but without losing the craft skills that will keep the older generations of equipment going;

• the much broader range of skills needed for the train control engineer of the future, and the ways of developing awareness of these and integrating them

and • Developing and re-skilling our current engineers. So perhaps the most relevant thing I can do is to ponder why, if we share this vision of the problem, we cannot work together to deliver the solution. Maybe this seminar is timely. I look forward to the debate. Thank you.

What are the societal changes that will impact on future recruitment of

railway / S and T engineers and technicians

Paul Jackson, Chief Executive, The Engineering and Technology Board

Contents

• The scale of the challenge

• The route of the problem

• Back on track

The scale of the challenge

• Aging population

There will be a 16 per cent decline in the number of 18 year olds in the next ten years

ie fewer potential starters

• Retention rates could be much better:

Across the UK, fewer than 60 per cent of students on FE engineering courses, actually

complete them

Eng UK 2008

So not enough completers…

• And we are already facing skills shortages:

17 per cent of sector skills shortages in the UK are in process, plant and machine operatives, including rail construction and maintenance

operative, chemical and related process operatives, quarry workers, energy plant operatives and routine laboratory testers

• There are particular issues in terms of gender:

Fewer than 2 per cent of work based learners in Rail Transport Engineering are female

278 years to widen the talent pool to achieve gender parity in engineering

So huge parts of the population are being ignored

2003 - 49,0002004 - 50,0002005 - 53,0002006 - 52,0002007 - 52,000

Jobs in rail transportEmployee jobs: by industry

Standard Industrial Classification 2003

• Disciplines of E&T graduates who went into ‘transport and storage’ in 2007/08 (source: HESA Destinations of Leavers of HE)

• Though attitudes of parents and influencers towards engineering are improving, young people are not yet as enthusiastic

7-16 year olds have the least positive perceptions of engineering

Only 18% perceiving engineering as a desirable career

The root of the problem

• This is based on a lack of understanding and experience

This group does not tend to associate being an engineer with the designing and creating that

they enjoy so much in the classroom

Only 12% of 11-16 year olds currently claim to have some knowledge of what engineers do

The root of the problem

Back on track

Rail Industry Activities

• Network Rail Advanced Apprenticeship Schemes (Track, signalling, electrification and telecoms training)

• National Skills Academy for Railway Engineering (NSARE) proposed

• Project Brunel (transport initiative)

ETB and Partner Activities

• Tomorrow’s EngineersFirst hand experience

• The Big BangMotivating and enthusing

• The WISE ProgrammeEncouraging young women into engineering

Back on track

Changes in qualifications and education

Kevin Marchand Head of Skills

Topics

• Vocational Qualifications• 14 to 19 “Agenda”• Apprenticeships• Diplomas • Higher Level Qualifications• National Skills Academy Rail Engineering

Vocational Qualifications

• Approach changing on England Wales and Northern Ireland• Learners will gain credits for demonstrating learning • Credits will be added together to earn a qualification• Qualification titles will be driven by the number of credits1 to 12 = Award13 to 36 = Certificate More than 37 = Diploma• NVQ assessment brand retained if the industry wants to keep it

as industry standard

The 14 to 19 Agenda

• Focus for preparation for employment either directly or through further learning

• Each Nation taking ownership to meet their educational and economic needs

• England offering three entitlementsGCSE/A levelApprenticeships Diplomas

Proposed English Apprenticeship Framework

• Building on current framework• Ensuring all learners get:A competency based qualificationA knowledge based qualificationFunctional skills in mathematics, languages and ICT if requiredPersonal learning and thinking skills developmentUnderstanding of rights and responsibilities• Underpinned by allocated time away from work station for

learning and a mentoring contract• Still waiting to be finalised

Diploma

• New route for England • Aimed as alternative to GCSE/Apprenticeship• Engineering Diploma started in 2009• Allow learner to demonstrate knowledge and understanding

through variety of routes• Provide various levels of learning from GCSE to A* level

equivalent• Built around applying learning

Higher Level QualificationsFoundation Degrees

• Existing University/Industry ties building new qualifications • Development of Foundation Degrees “Hands on” associated with particular industry and their

requirements• Can be focussed on the learner in work• Progression for those who have chosen the Apprenticeship route

National Skills Academy Rail Engineering• Work done to identify shortages of technicians and engineers• NSA concept to add value through co-ordination/integration• Potential activity threadsDetailed analysis of gapsInformation advice and guidance to attractTraining programme accreditationTrainer accreditationBrokerage service for employers and training organisations• Fifth round announced by Government fortnight ago• Key stage at present is Expression of Interest• If accepted for development then 2010 spent developing

business plan

2015 and Beyond?

• More routes into the industry • Building on Apprenticeships and giving the apprentices a

progression route• New entrants coming into the industry with appreciation of what

working life is about• Greater variety of candidates• New qualification titles

Reflections and Suggestions

Have we got the balance right and what can we do to help everyone

achieve their best?

Bruce MacDougall

The Background

Incidents where process replaced judgement and gave the wrong answer

That is not engineering

The BackgroundPast President Jacques Poré

training is the wrong way round in that it first teaches “how it works” rather than “why do we need signalling”

we should train to be able to adapt to new and unexpected situations and include common sense

Will current education, training and career development lead to good

engineering?

Emerging Themes

Initial introduction to discipline very variableWhat versus why very variableLack of sufficient structure for consistencyExpectation Gap -Career development v productivityOff the end of the conveyor beltTraining / job thresholdAt the end of the training course, training has only just begun

Will current education, training and career development lead to good

engineering?

What can we do to improve it?

Some PrinciplesKeep emphasis on why rather than whatDevelop skills and approach as well as knowledgePromote importance and value of judgement - work out from first principlesEnsure standards don’t stifleDevelop confidence to tackle the not entirely known - challenge the competence model?

Early Training

Develop an industry wide plan for recruitment based on workloadAgree an industry wide programme of exchange placements for mutual benefit not cheap labourHas the time come for shared pool of trainees with a common curriculum and industry wide funding?

Career Development

Training is continuous - there is no thresholdEvery position is a learning experienceUnderstand the need for the “junior” and structure the organisation accordinglyEnsure technical courses beyond “training”Understand time needed for coachingDon’t put people in silos from the start

Systems Engineers?Need to be clear about appreciation versus expertise“I don’t want to be a jack of all trades and master of none”It’s hard enough to be a signalling specialistSpecialists can take an integration roleEmphasis on interface definition is vitalTeamwork is and always has been the key

Reviewing Competence 1

We now have a workforce that is more demonstrably competent than before

Does that mean they know what they are doing?able, properly qualified and skilful

Our supervisors are on site more- when they’re not sorting the evidence mountainAssessment by supervision remains the vital test

Reviewing Competence 2

80/20 rule - at present 80% effort on 20% valueNo substitute for good old fashioned supervision with time spent helping and encouragingLet go of mechanistic paper evidence trailEncourage teams to propose solutions or we will never have tomorrow’s supervisors or leadersNeed a safe environment to practice, demonstrate, experiment, coach and learn

The Competence Model

New job or task (or assessed as not competent)

Unconscious incompetence (unaware of limitations)

Conscious incompetence (training and development)

Conscious competence (trained and assessed)

Unconscious competence

(develops good habits)

Unconscious incompetence (develops bad

habits or lapses)

Challenging the Model

Knowledge of principlesRequired analytical skillsRelevant experienceAccess to necessary informationCommon engineering senseThe right attitude- a professional engineer

Another Way of Looking at it

New job or task (analyse from

principles)

Conscious competence

(apply knowledge and

experience)

(thorough check against

principles)

Conscious competence (review end

result)

(identify improvements

for future)

(add to experience

Passing on experience - a personal lesson

Try to write your technical memoires (or present a corresponding paper) at least at each significant career move throughout your career, or as a minimum keep related materialNever imagine that it’s a waste of time because nobody will be interested or everybody already knows everything you would tell them

Acknowledgementsbefore closing

The many staff of the rail industry who have kindly given me their viewsThe late Alan Fisher who was not afraid to challenge perceived wisdomMaterial by Jaques Poré, Steve Featherstone and Eddie GoddardThe IRSE for giving me the opportunity to stimulate debate which I hope will benefit the next generation of signal engineers

In ConclusionLearning and development is a continuous process for which time and other resources must be allowedThe industry must work together to provide training and development opportunitiesLet’s avoid the cookery book by encouraging our engineers to think and by giving them the time, space and support to do soAnd let’s be a little braver!

Network Rail Advanced Apprenticeship Scheme

Bill AlexanderNational Training Manager

Apprenticeships and New Entrants

The business need

• May 2004 in-source maintenance• Manpower planning – 25 year horizon

– Age profile– Skills profile– Anticipated efficiency savings– New technology & methods of work

• Historical levels of training• Current skill base / trainability of staff

Options for delivery

1. Local delivery2. Regional hubs3. National delivery

National Delivery HMS Sultan

• Alliance VT Group / Royal Navy• Military environment• Residential facilities• Access to RN sporting facilities• Personal & team development• Control content and delivery technical• Install railway equipment• Bespoke year 2/3 training facilities

Framework

Year 3

Year 2

Year 1

Personal Development

Underpinning Engineering EducationSkill of Hand

Working in the depot Structured development plan

Rail Training

36 weeks

100 weeks 16 weeks

Integrated

Qualifications Structure

B Tec Level 3

Certificate Engineering DEPOT EXPERIENCE

NVQ Level 2 Performing Engineering Operations

NVQ Level 3 Rail Engineering

Rail TrainingProgramme

Foundation Degree / B Eng

Licence

CAREER PROGRESSION

Personal Development

Determination

Pride Teamwork

Respect

Demonstrating the values

Success to Date

• 1089 apprentices • Retention 94%• 396 completed to date

– Signal Engineering– Track Engineering– Electrification & Plant Engineering

Future

• Talent management• Expanding the scheme

– Locking Fitters– Property works [building services]– Signal design

• Commitment to 1200 more apprentices

S&T Engineering Training

Craig King

Technical Director

Engineering Training

• History of S&T Training

• What are we doing as private sector providers to support Engineer/Technician Development

• What of the future for private training providers?

Overview

• Prior to 1996 virtually all S&T training was carried out in-house (BR) and no specialist private providers existed.

• We have seen the change from a fully nationalised business to one that was commercially driven and segregated into defined business units.

• This has led to many challenges along the way as the industry tries to deliver the system for the future.

• In this presentation we will look at the past, present and future of training requirements in our discipline and what changes we have seen and ask the question of what we do in the future

Training Requirements

• Identifying Training Needs

• Training is only part of the solution!

History

• Historical Structure (British Rail – S&T Engineering pre-privatisation) – Regional (Edinburgh, Crewe, York, Clapham, Ilford& Reading) Training

Schools

– National (Derby) Engineering School

– Area Schools aligned to Regional Schools

• Created to manage increased demand (local needs & Safety Training)

• Structures designed to meet a steady demand across a known range of skills– Pay & Grading

Historical Structure

Later BRB HQ Organisation

– Centrally Organised from Paddington• Production

• Delivery

• Quality Assurance

– Regional schools delivered regional variants of courses

– National School (Derby) delivered higher level courses with lower overall demand.

Historical Observations• Demand was internal and it was rare that external companies

attended courses (i.e. Contractors’ staff)• Pay & Grading courses did not always match the job

– Qualified on RRI course but worked on Westpac Mk IIIA?

– Not necessarily trained to the same level (Regional)• BS1 in York not the same as BS1 in Clapham

– Pass/Fail was the main criteria• Level of attainment in specific areas not known

– Some areas not necessarily covered (Generic Ladder)

– Industry perception of “Universal Qualifications”

– Common confusion between Training and Competence

• Close relationship with end users’ managers (Engineers) • Centrally funded training appeared cheap!

Changes• Run up to Privatisation

– Infrastructure Maintenance Units (IMUs) created• Area Schools integrated into “local” IMUs

– Central Services• National/Regional Schools integrated as a business (CRT)

• Privatisation– IMUs

• Identified Units sold as a business

– Central Services • Identified Units sold as a business

– Maintenance Contracts• Identified companies become responsible for training their staff

• Training contracts giving an assured workload put in place between IMUsand training business

Privatisation

• Cost becomes an issue– Previously seen as being at very low cost

• Training spend gives long term positive effects– Easy to cut costs in the short term, with no (apparent) effect on

business performance

• Maintenance contractors and third party training providers develop internal training capability– Waste due to duplicated efforts

– Variable quality of delivery of “Standard” courses

• Skill level affected by privatisation– Changed workloads due to contract gains and losses

– Loss of skills due to early retirements

Privatisation• External Training Suppliers become more isolated from end

users’ Managers– Commercial contracts– Training Managers not Engineers– Renewing of contracts affects training

• Training demand affected by contract decisions (bidding/non bidding)• Perceived training gap develops• Skill level affected by movement of staff• Development of company capability by acquisition rather than training

– IRSE Licences developed (in preparation for privatisation) to help assure competence decisions

• Not Mandated • Adopted/Not Adopted• Not Equipment specific • Licenses/Training become clouded

Current Era • Main Infrastructure Controller takes maintenance back in house

– All staff transfer from contractors– Initially little training structure in place

• Requirement to train all maintenance staff

• Investment into training – Training Centres

– Apprenticeships

– Conversion Programmes

– Standardisation/Competence structure

– External Training market affected• Reduction in maintenance customers

• Projects begin to affect demand

Industry Support

• External training companies re-align and re-focus in the four main areas:- Design, Installation, T&C and Maintenance

• Maintain base of multi-skilled trainers and equipment at key locations

• More project focussed and driven• Develop horizontal and vertical markets• See themselves more as solutions providers• Deliver more outcome focussed tailored solutions for clients• Support of traineeships, conversion schemes and graduate

development programmes

Industry Support

• Develop training for new products in the industry• Developed relationships with suppliers to provide product

support in the UK & overseas• Continue to provide support for equipment specific modules• Donation of materials to assist with re-writing modules• Further investment in capital equipment for training• IRSE Assessing Agencies

Industry Support

• Assist in higher education programmes - rail

• Development of horizontal strategic partnerships• Refresher and update events

• Review delivery & assessment methods

• Collaborate and co-operate with all stakeholders

• Level of support – resource or total?• Not wanting to sell just a course but to be with you for the

journey!

The Future? • Standardised regional training centres

– Increased duplication of effort in the whole market

• Effects of Technology– New interlocking technologies

– Modular Signalling

– ERTMS/GSM-R

– Transmission Based Train Control

• Effects of working practices– Assessment in the Line

– IRSE Licensing

– “Pit Stop” Training

– Human factors

The Future?

• Technology based training:

- potentially very cheap unit cost for large volume requirements

- successfully widely used for Signaller training

- internet delivery

- distance learning – directed study

• There ought to be a significant role in signalling technical training

- It is difficult with current workload visibility for the private sector to invest heavily?

The Future? • What’s the place for private training providers?

– Longer term framework training contracts

– Peaks in demand

– Solutions/outcome focussed

– Technically difficult

– Project based

– Level playing field in terms of quality

– Closer and possible integration

– Greater collaboration and co-operation

– Efficiency

– NSARE

• What is the future workload which the private sector should be planning for?

Conversion Engineers

Andy KnightManaging Director, Signet

Solutions

History• In 2002 Network Rail identified a shortage of

skilled engineers within the S&T discipline• The development of experienced engineers

from other industries (HM Forces, Gas, Water etc.) was seen as a possible solution

• The development of these people required an innovative approach and needed to develop them to become productive in a reasonable timescale

Approach• Signet were given the opportunity to deliver the programme

to achieve this. They had provided an approach which seemed to answer the needs for the desired outcome– Programme was to be a mixture of learning and practical

assignments and would be supported by mentors in the workplace

– The programme was modular and split into learning weeks and work placements

– The modules were based on the required outcomes as well as providing the underpinning knowledge required for a rounded S&T Engineer

– Definitively not based on separate modules, rather based on an overall end point with all learning focused within designated slots

Initial Programme • 8 delegates from a mixture of backgrounds

– Army, Navy, Gas Industry, Coal, Water– Good Electrical Engineering background– Age profile 27-40

• Development programme biased to maintenance as this was the priority area at the time

• Work Place assignments were a challenge as were allocation of mentors

• Industry struggled to accept the new intake and were confused as to what they had done– Course titles rather than learning were the focus

Value of Development Programmes

• Any training that is invested in should add value– Decisions are made in an informed manner

• Allows the structure to perform better – Engineering skill that has been adapted should add

value• Improvement in processes

– People from the development programme should take their place in the industry at a reasonable level

• Perceived gap filled with competent people• Scale of success and assist with succession planning

Case Study – Delegate x • Submarine Royal Naval Marine Engineer 22yrs• Assistant Area Signal Engineer role (Maintenance)• Signalling Delivery Engineer (Maintenance)• Project Engineer (Signalling) of East Midlands

Control Centre• Timescale – 2yrs• Now Senior Project Engineer (Signalling) of East

Midlands Resignalling

Case Study – Delegate y • Ericcsson Electrical Engineer• Assistant Area Signal Engineer role• Project Engineer of East Midlands resignalling• Timescale – 2yrs• Senior Project Engineer (Signalling) of East

Midlands Resignalling• Emigrated to Australia• Now Project Engineer with leading Australia

Signalling company

Improvements to Conversion Programme

• Initial Programmes assessed and added to– Clear remit on responsibilities for

Client/Supplier/Delegates– Assignment of learning focused within one place

whoever was to deliver• Assignment outlines and feedback strengthened• Programme becomes adaptable to other disciplines and

emphasis changed accordingly – Design Programme – Project Engineer– Testing Programme

Buddhadev Dutta Chowdhury

Future Training & Development

A Global Perspective

Introduction� The role of the IRSE � Competency framework in the

developing countries� Current issues and possible support� Competency development of train-

borne signalling systems

Indian Railways: British period� 1853 - First passenger train run � Government promised 5% of return� Railway Board during British period� Railway made profit in 1907� 42 independent railways merge as

in 1947� Training and development, major

Indian Railway Statistics� 63000 route kilometers� 1.4million employees� 16 zonal railways� Railway Board is the Apex body� 3 to 6 Divisional Headquarters

for each zone� Research Design and Standard

Organisation� Variation of signalling design in

different zones

Electrification� Electrification

= 1500Vd.c. – 1925= 3000Vd.c. = 25kVa.c. – 1957 = 25000 Route Km

Permanent-Way Gauges� Narrow Gauge� Meter Gauge� Standard Gauge� Broad Gauge

Signalling� Signalling

=Multiple Aspect Colour light signal= Panel Interlocking, RRI, Electronic Interlocking= Block Signalling, Block Proving Axle Counter= AWS, Anti-collision Devise, ERTMS Level I= Universal Failsafe Block Interface

Tele-communication� Optic Fiber network (42000 route km)� Earns revenue by marketing surplus

Communication channels� Digital Exchanges� GSM (Over 400 Km)� Remote FOIS locations using V-Sat

terminals� Broadband connectivity 2MPBS between

division & Zonal head quarter

Government Undertakings� Rail India Technical & Economical Services (RITES)

� Indian Railway Construction Company (IRCon)

� Railway Telecom Corporation (RAILTEL)

� Centre for Railway Information Systems (CRIS)

They all have their own competency regime to provide professional support

Enhancement of Safety Regime� A number of major accidents

� Human Failure - railway staff are accountable for 50% of failure� Equipment failure 4%� Railway assets are over-aged and fully exploited� 2003 - Non-lapsable special railway safety fund 2.5

billion euro (0.5 billion euro – S&T share)

No. of Accidents

Casualty per millions passengers carried

2003 – 2004 0.02

2004 - 2005 0.01

2005 – 2006 0.03

Training and development� IRISET:� A centralised training Institute � Over 2000 a year Officers and

supervisors� Labs – for hands on practical� Minimum Entry requirements for

technicians, engineers & officers� Initial classroom & field training� Refresher /equipment specific

training� Yoga, meditation and stress

management � 10 Regional Training Centers for

technicians across India

New Projects� Constructed the railway route 290Km connected to

the Kashmir Valley� Dedicated ‘Diamond Rail Corridors’ for Freight trains� Setting up 1000MW power plant � Gauge conversion � Adopting new technologies in signalling and

Telecommunications� Setting up additional Coach factories� Constructing metros under the river Ganges

Competency Gaps � Indian Railway personnel within the railway

competency framework.� More emphasis on Safety, Systems Integration, RAMs,

Assurance & Approval.� Multinational company with right competency and

project experience.� Sub-contractors down the supply chain having major

gaps in competency

Underground / Metro� Need of undergrounds/Metro’s

envisaged � Public Private Partnership� New Metro with new technologies� International companies: Alstom,

Bombardier, Siemens are involved� New Projects: Delhi, Chennai, Mumbai,

Kolkata, Bangalore, Hyderabad, Ahamedabad…

� Training and competency regime is different to Mainline

IRSE Support� IRSE provides a common platform � IRSE exam can support competency

development for the contractors down the supply chain

� IRSE Licensing is more UK focused. A similar approach may be taken for the developing countries.

� Internationally acceptable syllabus for training

� International Technical Committee can take a lead role in standardise and guidance on the good practices

Train-borne signalling competence

� Modern trains, specially metro have more on-board signalling equipment.� Systems interfaces with Train management systems and a

number of software which includes data and code including geographical maps. � Signalling interfaces with train systems such as brakes,

motor demand, doors, passenger emergency alarm, sensitive edge door and so on…� This is an good example of emerging competency

requirements� Who do you think will be better to maintain this?

ATC competency – Task analysis� First Line Maintenance

= Daily Train Prep= Routine maintenance = Download data= Removal and Replacement of Line Replaceable Unit (LRU)� Second Line Maintenance

= Fault analysis= Repair of LRU

ATC competency framework� Train maintenance technician have

adequate knowledge of maintaining and working on train environment� Need a well structured class room

training modules� Clear definition of ATC-Train and

ATC-track boundaries� Reduce duplication on resources� IRSE can consider the framework for

the competency

Conclusion� IRSE is the only established association of the Signal

Engineers worldwide� Enhance activities as a true professional body –

immediate benefit to developing countries� Competency framework and support� Promote IRSE exam and modification� IRSE licensing scheme – more global adaptation� Body of Knowledge, use as a direction for the carrier

path � Encourage Continuous Professional Development

through participation.

The Future Education and Training of Train Control Engineers and Technicians

What is happening now with engineeringtraining in companies?– A Suppliers View

London Andrea Knight & Karl Dodsworth24th November 2009 Bombardier Transportation

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About us

§ Karl Dodsworth– Director, Engineering (Systems Division)– Karl is a member of a business leadership team for whom train control skills

are an essential element of the talent pool

§ Andrea Knight– HR Director– Andrea is a business partner to the team, with the support of her HR

colleagues she aims to provide that talent as required

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The Key Seminar Questions

§ Impact of Change§ The Holistic Railway Signal Engineer§ Future needs and differences§ Demographics§ Current initiatives§ Is this a UK problem or do we need a global perspective?§ What could/should the IRSE do?

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§ Impact of Change– Bombardier presence in the UK– A bit about BT and train control

• Divisions• Rail Control Solutions (RCS)• Systems (SYS)

An introduction to Bombardier Transportation

The Climate is Right for Trains

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Products and servicesA full spectrum of railway solutions

Services Rail control solutions

Transit securitysolutions

Transportationsystems

Propulsion& controls

Rail vehicles Bogies

§ Fleet management§ Operations &

maintenance§ Material

solutions§ Vehicle

refurbishment§ Component

reengineering

§ Light rail vehicles§ Metros§ Commuter trains§ Regional trains§ Intercity trains§ High speed

Trains§ Locomotives

§ Traction converters§ Auxiliary

converters§ Traction drives§ Control and

communication

§ Monorailsystems§ APM systems§ Light rail

systems § ART systems§ Metro systems§ Intercity

systems

§ Portfolio to match entire range of rail vehicles§ Full scope of

service over the lifetime of a bogie

§ Integrated control systems§ Automatic train

protection and operation: wayside and onboard§ Interlocking

systems§ Wayside

equipment§ Services

§ Train-basedbroadband network§ Sensor systems§ Security systems

recording§ Security system

viewing and event management

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Products and servicesTransportation systems

Monorail systems Light rail systems ART systemsAPM systems Metros systems

GLT systems

Las Vegas(USA)

Caen (France)

CX-100 - Beijing Airport (China)

Eskisehir (Turkey)

Metro do Porto (Portugal)

Vancouver (Canada)

Nottingham (United Kingdom)

Kuala Lumpur (Malaysia)

CX-100 - Frankfurt Airport (Germany)

JFK Airport, New York (USA)

INNOVIA - Dallas/Fort Worth Airport (USA)

Taipei(Taiwan)

Gautrain(South Africa)

Intercity systems

INNOVIA and CX-100 are trademarks of Bombardier Inc. or its subsidiaries.

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Vehicle refurbishment(Netherlands)

Fleet management (UK)

Fleet management (Toronto, Canada)

Component reengineering

Operations & maintenance (Atlanta APM, USA)

Products and servicesServices - a complete service portfolio

Material solutions

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EBI Link wayside equipment

EBI Com radio block centre

EBI Track train detection

EBI Lightsignals

EBI Switch point machines

EBI Screen control room

EBI Star telematic unit

EBI Gate level crossings

Bombardier Transportation Rail Control Solutions

§CITYFLO, INTERFLO and EBI are trademarks of Bombardier Inc. or its subsidiaries.

INTERFLOMainline Solutions

CITYFLOMass Transit Solutions

ERTMS ETCS Levels 1 & 2

EBI Drive 50 driver assistance system

EBI Lock computerised interlocking

EBI Cab ATC onboard equipment

EBI Tooldesign and maintenance

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Product portfolio

Integrated control systems

Automatic train control systems

• Manage and supervise main lines and mass transit lines

• Increase traffic capacity• Capable of handling mixed

traffic environment

• Fully automated driverless operation• Supervise and control train speeds• Increase safety, optimise traffic

capacity• ERTMS

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Product portfolio

Wayside interlocking systems

Wayside equipment• Point machines• Signals• Level crossing protection• Train detection (axle counters

and track circuits)

• Quick installation, flexible and cost effective

• Effortless servicing with no interruption to traffic

• Computer-based and relay-based interlocking systems

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Servicing your signalling solutions

Our extensive range of services and support facilities ensures that every product or system we supply can operate at maximum efficiency during its service life. We provide the following services to customers to help them protect their signalling investment.

• Tailored service level agreements, including maintenance

• System upgrades and alterations• Spare part sales• Repair services• Training• Audits and surveys• Installation, testing and

commissioning• Dedicated service support line

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RCS Management TeamJanuary 2009

§Region 1

§Volker Kregelin

§Region 2Per Allmér

§Region 3§Javier Tamayo

§Region 4Franco Pietrini

§Region 5§Richard Hunter

§PMOThomas Holmqvist

§Quality, SafetyRod Muttram

§OperationsMathias Ottitsch

§Engineering, Product DevelopmentDavid Cregan

§Rail Control Solutions§Anders Lindberg

§Sales and Business DevelopmentHeikki Viika §Contracts, Polish JV

David Penhorwood

§Human ResourcesMargaretha Karlsson

§FinanceThomas Hromadka

§PR, CommunicationsBarbara Grimm

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§Rail Control Solutions headquarters in §Stockholm, Sweden

Rail Control Solutions has its headquarters in Stockholm, Sweden with approximately 330 employees. Key functions and responsibilities include:

§Headquarters in Stockholm, Sweden

§ Engineering and product development§ Project management§ Customer services§ Sales and marketing

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§Rail Control Solutions in Gothenburg, Sweden

§Rail Control Solutions has an office in Gothenburg with more than 10 employees providing capabilities and resources in:

§Site office in Gothenburg, Sweden

§ Engineering and product development§ Project management

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§Rail Control Solutions in Hässleholm, Sweden

§Rail Control Solutions has a strong presence in Hässleholm with approximately 50 employees offering a broad range of skills in:

§Site office in Hässleholm, Sweden

§ Research and product development§ Product management§ Engineering of specific applications

for wayside signalling systems § Project engineering § Project management

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§Rail Control Solutions in Brazil

§Rail Control Solutions has an established office in Brazil with approximately 10 employees based in São Paulo with expertise in:§ Engineering § Project management§ Customer services§ Sales §Site office in São Paulo, Brazil

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§Rail Control Solutions in Denmark

§Rail Control Solutions has strong representation in Denmark with more than 60 employees (based in Copenhagen, Hvidovre) with skills in:

§Site office in Hvidovre, Denmark

§ Engineering and product development§ Project management§ Manufacturing§ Customer services§ Sales

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Rail Control Solutions in Germany

Rail Control Solutions employs approximately 260 staff in Germany with offices in Braunschweig and Mannheim. Their broad range of skills includes:

§Site office in Braunschweig, Germany

§ Sales§ Engineering and product

development§ Project management§ Customer services

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§Rail Control Solutions in Finland

§Rail Control Solutions has anexperienced team in Finland(Helsinki, Tampere) with approximately 30 employees, with expertise in:

§Site office in Helsinki, Finland

§ Engineering and product development§ Project management§ Customer services

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§Rail Control Solutions in Italy

§Rail Control Solutions has a strong presence in Italy with 160 employees in Rome offering expertise in:

§Site office in Rome, Italy

§ Sales § Engineering and product

development§ Project management§ Customer services

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§Signalling Capabilities in North America

§Bombardier Transportation has a strong organisation in Pittsburgh, Pennsylvania, USA with 150 employees. The site is responsible for:

§Site office in Pittsburgh, North America

§ Two automatic train control (ATC) solutions: CITYFLO 550 and CITYFLO 650, and one semi-automatic solution CITYFLO 450

§ Supporting the automated people mover (APM) and advance rail transit (ART) total solutions

§ Sales and delivery of all signalling products in North America

§ Extensive onsite railway testing facilities

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Rail Control Solutions in Poland

Rail Control Solutions has a strong base of expertise in Poland with over 450 employees located in Katowice and Warsaw. Their capabilities include:

§Site office in Katowice, Poland

§ Engineering and product development§ Project management§ Manufacturing§ Customer services

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§Rail Control Solutions in Portugal

§Rail Control Solutions has a strong presence in Portugal with approximately 25 employees offering skills in:

§Lisbon, Portugal

§ Project management§ Customer services§ ATP maintenance and installation§ Sales

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§Rail Control Solutions in Russia

§Rail Control Solutions has a significant presence in Moscow, Russia with approximately 70 employees whose capabilities include:

§ Engineering and product development§ Project management§ Manufacturing§ Customer services

§Moscow, Russia

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§Rail Control Solutions in Spain

§Rail Control Solutions has a strong team in Spain with approximately 200 employees based at Alcobendas (Madrid) and Barcelona with skills in:

§Site office in Madrid, Spain

§ Sales § Engineering and product development§ Project management§ Customer services

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§Rail Control Solutions in Thailand

§Rail Control Solutions has a strong presence in Bangkok, Thailand, with approximately 170 employees skilled in:

§Site office in Bangkok, Thailand

§ Engineering and product development§ Customer services§ Sales

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§Rail Control Solutions in India

§Site office in Vadodara, India

§Rail Control Solutions has an office in Vadodara, India with approximately 20 employees providing expertise and resources in:

§ Sales of relays and AFTC (manufactured by IHC exclusively for RCS )

§ Software engineering § Project management

(small AFTC & Relays projects )§ Services (TMS WR project

under maintenance )

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§Rail Control Solutions in the UK

§Site office in Reading, United Kingdom

§ Manufacturing§ Human resources§ Engineering and product development§ Project management§ Communications§ Bids and tenders§ Sales§ Strategy and marketing§ Supply management§ Contracts§ Finance§ Customer services

§Rail Control Solutions has offices in both Reading and Plymouth with approximately 120 employees offering a broad range of capabilities in:

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Systems Division

§ Systems Division has the global mandate to develop, design, § integrate and operate transit systems

§ Our solutions include driverless Monorail, Automated People§ Mover and Advanced Rapid Transit systems as well as § Light Rail, Metro and Intercity and High Speed systems

§ We have more than 35 years of experience in providing§ comprehensive Operation and Maintenance services

§ We add value with our proven system engineering and system§ integration expertise to guarantee our clients a fully integrated,§ operational transit system

§ 60 transit systems delivered in 16 countries around the globe§32 of which are operating in urban applications

§22 in world leading airports

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Our portfolio of transportation system solutions

Automated Monorail Automated People Mover Advanced Rapid Transit

Light Rail Transit IntercityMetro

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Ok – enough background

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§ The Holistic Railway Signal Engineer

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§ Future needs and differences– What is signalling (train control) these days?– Without standardisation, only the supplier can be competent?

§ Demographics§ Current initiatives

– ‘House style’• Yellow Book• SI course• The IMS course

– Introduction to Railways– Civil Engineering– Power and Mechanical & Electrical Systems– Communications– Signalling and Train Control– Operations, Safety & Human Factors– Delivering the Integrated Railway

– BT graduate programme

And now…….Andrea

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Bombardier TransportationA truly international companyFacts and figures

§ More than 30,000 employees

§ Annual revenues in excess of US $7 billion

§ 45 production and services sites of which over 90% are certified to ISO 14001 and OHSAS 18001

§ Manufacturing presence in 22 countries

§ Products and services sold to more than 60 countries

§ Over 100,000 rail vehicles in operation worldwide

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Bombardier’s presence in UK & Ireland

15 sites across UK & Ireland§ Train production

§ Services

§ Rail Control Solutions

§ Aerospace

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Demographics – Age pyramid

Age pyramid evolution in developed countries

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Shrinkage of World´s Talent Pools of People under Age 30

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Success Factors of Graduate Development Programmes*

§ „Companies centralise their graduate development programmes to provide consistency, maintain corporate culture, to co-ordinate the timeline of graduate development and to create a standardised graduate experience“

§ „Success factors for Graduate Programmes include presenting a unified image of the company, obtaining management buy-in, and offering a highly structured programme“

§ „Graduate Programmes typically include components such as mentoring, rotational assignments, and access to senior executives“

§ Companies measure the success of their Graduate Programmes through feedback, performance reviews, promotion and retention rates“

§ „Companies will continue to compete with each other for top talent and drive through strong Graduate Programmes to foster continuedgrowth and improvement“

* Corporate Leadership Council, Success Factors of Graduate Development Programmes, May 2004

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Which profile is required for a Global Number 1 ?

§ Excellent academic track record (Business & Engineering)§ Strong business acumen§ Drive for innovation and success § Engagement and passion for our industry § Prerequisites for future leadership role in BT§ Proven extra-curricular engagement § International experience and intercultural mindset§ Fully mobile§ Passion to work in different countries § Fluency in at least 2 languages (incl. English)§ Relevant work experience (internships, summer positions - max. 2

years)

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Attractive Employers in Europe

Source: FT, October 2008

Rank Employer in %1 L´Oréal 14.12 PwC 13.43 Apple 13.24 Ernst & Young 12.95 Coca-Cola 11.96 BMW 11.67 Nokia 11.18 Google* 10.59 Deloitte 10.310 adidas 10.2…16 Porsche 9.1….25 Volkswagen 6.3……39 Signalling 4 U 4.8….* not amongst Top 30 in 2007

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• Impact of Change• The Holistic Railway Signal Engineer• Future needs and differences• Demographics• Current initiatives

§ Is this a UK problem or do we need a global perspective?– Most definitely a global one– The RCS regional approach

§ What could/should the IRSE do?– (continue to) become global

Graduate Programme

Hiring strategy

§ We are expecting 5,000 online applications§ The selection process will

funnel down to 75 candidates for the assessment centres§ This means the job

profile, the selection criteria and the competences must be clear

Selection process

Total number of online applications submitted5000

„Ace“ Candidates350

Online tests150

Phone screens150

Assessment Centres75

Joining BT on September 1, 201022

Phone Interview /

CV Screening

Online FilterBT Requirements

Numerical ReasoningVerbal Reasoning

Presentation ExerciseCompetency Based Interview

Group Excercise

Graduate profile

§ Masters Degree§ Minimum of upper second first degree§ Excellent academic track record (Business & Engineering)§ UCAS points threshold§ Relevant work experience (preferably via industrial placement)§ Drive for innovation and success§ Engagement and passion for our industry § Proven extra-curricular engagement§ Openness to work in different business areas/locations§ Mobile in the European Region§ Knowledge of another language (ie studied French at school)

Key competences for graduate profile

§ Achievement orientation (initiative)§ Teamwork & cooperation § Business acumen (analytical thinking)§ Customer service orientation § Planning and organisation§ Communication skills (influence & impact)

SELECTION CRITERIA

Assessment method

lligen

skills

t Orie

Assessment method

CV P PScreening questionnaire P PPhone screen P P P POnline tests PInterview P P P PIn Tray Exercise P P PPresentation P P PGroup Exercise P P P POPQ P P P P P P

Example of testing methodology

Programme Structure

The UK Graduate Programme consists of several assignments of three to six months each plus core training modules (see next slide).

Business Experience: Development on the job

Assignment:Project/supplier/

Customer/function

Sept. 09 March 10 Sept. 10

Personal Development:

Objective Assessment

Mentoring

Performance Management

Rotations / New roles

Assignment: Project/supplier/

Customer/function

Assignment: Project/supplier/

Customer/function

Integration into Business

Module 2: Develop !

Module 3: Strengthen ! Module 4:

Development off the job

Year 1: Connect !

Core skill training modules

Module 1§ Catalis Rail Course (9 days)§ Mentee Training (0.5 day)§ Working Safely course (1 day)Module 2§ Presentation skills (2 days)§ Principles of Management (3 days)§ Meeting skills (1 day)§ Team Building EventModule 3§ Project Management (incl. PRO)§ Finance for Business (2 days)§ Commercial Awareness (2 days)§ Human Resources Management (2 days)Module 4§ First appointment

MENTORING

A key success factor of the programme is

Benefits of mentoring

§ Knowledge transfer§ Better succession planning§ Strengthens organisational capability§ Employee feel good factor§ Development outcomes§ Wider network of influence§ More focus and better engagement

Modernising mentoring

§ Web-based programme§ Participants select development areas from a list of core

organisational competences.§ Mentees choose the skills they need to strengthen§ Mentors add themselves to a database of internal experts (perhaps

the talent profiles could hold this information?)§ The programme pairs them up giving a percentage indicator for

best match

Examples of focus topics

Automated search capability

Documented objectives

Benefits

§ Automated matching means less of an administrative burden§ Any employee can participate§ Greater independence§ Mentees and Mentors are more likely to be committed to the

relationship§ Participants could engage in multiple relationships§ All relationship goals and milestone dates can be tracked in one

area§ The technology enables matches anywhere in the organisation,

thereby breaking down geographic boundaries and divisional silos§ Facilitates and encourages networks and bonds among employees§ Encourages a culture of sharing, learning and growth

Cont….d

§ Enables self directed development so Mentees are in control and empowered

§ Provides a central location for administration§ Reporting on real time metrics such as number of participants,

status of relationships, business units represented, organisational initiatives being served, demographic information.

§ Technology will morph and grow, providing us with an ever present development solution

§ Can be tied in with other technological support programmes such as the talent profiling.

IRSE SEMINAR: The Future Education and Training of Train ... · PDF fileNov 09...

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