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‘It is mission-critical to implement a new regime for rail maintenance’

This conference will focus on the opportunities and challenges of the new rail industry. Maintenance is a central theme, coupled with the need for financing of new rail infrastructure. The consequences this will have on contracting issues are dealt with by use of case studies and practical information, which in turn will raise the following questions: What effect does the regulatory environement have on tendering processes, infrastructure requirements and satisfying market demand for rail freight and passenger traffic?

The audience for this event will be representatives from all rail industry sectors. Past delegates have included people from the public sector, new passenger service companies, maintenance, engineering and infrastructure.

Please register now to guarantee your place at this important conference.

Conference programme

8:30 Registration & Coffee

9:00 Chairman's Opening Remarks

Nick Illsley

Nick Illsley, Chief Executive, NRES, Association of Train Operating Companies (ATOC)

9:10 MAINTENANCE OPPORTUNITIES

Andy Savage

Andy Savage, Engineering & Safety Director, GT Railway Maintenance

  • Looking at the major needs for increased maintenance of the UK rail infrastructure
  • Highlighting some of the growth areas
  • Opportunities for investment and financing
  • Thoughts on the probable profitability of new rail projects in the UK
  • Sources of funding to finance development
  • Lessons from other countries of relevance to the UK rail infrastructure
  • 9:40 TECHNOLOGY AND DESIGN

    Matthew Caffrey

    Matthew Caffrey, Head of Telemetry Sales, Boward Computer Services

  • Benefits of remote condition monitoring in maintenance
  • Use of information for trending and predictive maintenance
  • Selecting systems - open architectures, speed and signal demands
  • Major procurement issues for systems & complex software solutions: Specification; Standards - ISO9001, TickIT; Vendor assessment; Vendor selection; Contract Issues
  • Good practice in computer systems project management: The project life cycle; Acceptance; Commissioning Support
  • 10:20 CASE STUDY

    Cindy Mitchell

    Cindy Mitchell, Corporate Sales, Datastream Systems (UK)

  • Creating project specific maintenance software - co-ordinating diverse demands
  • Developing integrated maintenance systems - linking the old and the new
  • Understanding the problems posed by rail maintenance projects - technological issues
  • Analysing market trends for computerised systems
  • Fostering the entrepreneurial spirit - progressions in the IT rail industry
  • 11:00 Morning Coffee

    11:20 TRAIN PROCUREMENT

    Naomi Horton

    Naomi Horton, Partner, Rowe & Maw

  • Virgin Train’s procurement of new trains for the Cross Country and West Coast passenger rail franchises
  • The train service philosophy, a focus on outputs and results oriented contracts
  • Maintenance of new trains within the existing regulatory framework as part of new train procurement
  • Approaches to the financing of new trains and tripartite arrangements with manufacturers, financiers and operators
  • Innovative solutions to legal, commercial and regulatory issues in train procurement
  • 12:00 RAILWAY INVESTMENT

    Michael Powell

    Michael Powell, Head of Marketing & Sales, VST Comreco Rail

  • Sizing the network to optimise both planned traffic and investment scale
  • Looking for potential spare capacity
  • Improving productivity of assets, mobile and fixed
  • Testing robustness of investment assumptions against changing business scenarios
  • Simulation as part of total railway operations, planning and service delivery
  • 12:40 Lunch

    14:00 DO CLIENTS SEEK BEST VALUE OR LOWEST INITIAL PRICE?

    Peter Couldery

    Peter Couldery, General Manager, Alfred McAlpine Rail

  • Are current procurement routes best serving clients?
  • Can Rail learn from other industries?
  • The positive impact of joint working
  • Aligning client and contractor objectives for best results
  • Alliance and contract mechanisms for success
  • 14:40 REDUCING MAINTENANCE COSTS

    Kees Aling

    Kees Aling, Business Development Manager (UK), NedTrain

  • Effectively reducing Rolling Stock maintenance costs
  • NedTrain’s results in a European perspective
  • Performing indicators and implementation; a case history
  • 15:20 Afternoon Tea

    15:40 INFRASTRUCTURE MAINTENANCE

    Michael Jamieson

    Michael Jamieson, Due Diligence Market Area Leader, Halcrow Rail

  • The importance of maintaining infrastructure - spend to save
  • Consolidation of maintenance expertise
  • Integration of systems to provide a smooth running operation
  • Maintenance project management
  • Safety first - the benefits of a regularly maintained infrastructure for continuous safety
  • Best practice in infrastructure maintenance in the rail industry
  • 16:20 INSURANCE REGIMES

    Gerry Tollan

    Gerry Tollan, Executive Director, Aon Principal Risk, Aon Group

  • Insurance market mechanism
  • Risk assessment and quantification
  • Long term risks
  • Financing alternatives
  • Requirements for the UK Regulator
  • The situation in Europe
  • 17:00 Chairman’s Closing Remarks and Close of Day One

    17:10 Informal Networking Drinks Reception for Speakers and Delegates

    8:30 Re-registration and Coffee

    9:00 Chairman's Opening Remarks

    Graham. A. Ewer

    Graham. A. Ewer, Chief Executive, Institution of Logistics and Transport

    9:10 CASE STUDY

    Chris Kimberley

    Chris Kimberley, Director, Rail, Oscar Faber

  • Step by step regeneration programmes for UK stations
  • Constructing a regeneration business plan and implementing it - meeting the customer demand
  • Beating the car - is this ideal any closer to realisation?
  • Recent developments - feedback on current status
  • Costing regeneration plans; Key benefits of regeneration
  • Future regeneration plans
  • 9:40 TRACK MAINTENANCE

    Steve Huxley

    Steve Huxley, Managing Director, Balfour Beatty Rail Maintenance (BBRM)

  • Track maintenance programme at BBRM; How the franchise format operates - its effect on efficiency and performance
  • Talking about Asset Management 2000
  • Implementing best practice in track maintenance
  • Feedback on improving safety record; Feedback on track quality record and standards
  • Pursuing excellence in railway track maintenance; Setting targets and managing them
  • The role of measurement in implementing a maintenance programme
  • 10:20 CASE STUDY

    Maurice Watson

    Maurice Watson, Managing Director, Bailey Rail

  • Analysing the railway ‘markets’
  • Drivers of change in the industry
  • Increasing profitability through marketing
  • Responding to railway franchise regulations
  • The way forward for railway infrastructure
  • 11:00 Morning Coffee

    11:20 LIFE CYCLE COSTS

    Jacque Reynolds

    Jacque Reynolds, LCC Specialist, BMT Reliability Consultants

  • Introduction to LCC Model Concepts and Approaches
  • Illustration of LCC Tools and Methods
  • Benefits of using and developing LCC Models
  • Illustration using a recent railway case study
  • 12:00 NEW APPROACHES TO RAILWAY FINANCING

    Paul Remington

    Paul Remington, Head of Structured Finance, Bank of Tokyo Mitsubishi

  • Introducing the major principles of project finance packaging
  • What are the typical problems associated with railway project finance?
  • Unique aspects of finance for railway sector projects
  • New ways of structuring the finance for railway projects
  • What to look for when considering how to raise finance for railway projects
  • Opportunities for investment in the rail industry; Some international models of railway financing packaging
  • 12:40 Lunch

    13:40 COLLABORATIVE WORKING

    Alan Ledger

    Alan Ledger, Head of Transportation, Franklin & Andrews

  • Importance of clear corporate and project objectives and stakeholder management
    Need for alignment of objectives
  • Incentivised traditional and partnering-style contracts and when to use an open book approach
    The business case’s influence on incentivisation
  • Importance of ‘system’ approach to incentivisation
    How to overcome difficulties in setting targets during project development phase
  • Importance of shared knowledge on assets and costs
    A 2-stage procurement process to gain benefits of competition and early contractor involvement
  • How to identify, evaluate and manage risk in a collaborative environment
    Process mapping as an improvement tool - achieving objectives by doing things differently
  • Influence of corporate/project objectives in selection process
    Contractual arrangements for alliancing
  • 14:20 FREIGHT RAIL BUSINESS FINANCING

    Lord Berkeley

    Lord Berkeley, Chairman, Rail Freight Group

  • The viability of rail freight and its future prospects
  • Increasing the volume of freight carried
  • New markets, car manufacturing, high speed and high value freight
  • Creating more infrastructure capacity and gauge enhancement
  • Introducing competition in train operation
  • The role of rail in the logistics chain
  • 15:00 Afternoon Tea

    15:20 PASSENGER RAIL MARKETS

    Paul Dawkins

    Paul Dawkins, Technical Director, GIBB Rail

  • Analysing HSL expansion - some global patterns
  • Coping with long lead issues
  • Co-ordinating passenger transport - the growing demands
  • Satisfying old and new passenger markets
  • Developing infrastructure to support rail growth; Getting more capacity out of the existing network
  • Development of High Speed Network
  • 16:00 ACQUIRING THE CONTRACT

    Raymond Beven

    Raymond Beven, Head of Rail Group, Ashurst Morris Crisp

  • Pre-bid preparation
  • Typical bidding processes - the PPP context
  • Assessing the requirements and specifications of the project
  • Structuring the project; Evaluating the risk and legal considerations in a rail project
  • Negotiating, documenting and closing the deal
  • Lessons learnt from past experience and successes
  • 16:30 ADDITIONAL PRESENTATION

    John. L. Gidman

    John. L. Gidman, Chairman, Capital Projects Consultancy (CPC)

    17:00 Chairman's Closing Remarks and Close of Conference

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    Workshops

    Reducing Maintenance Costs
    Workshop

    Reducing Maintenance Costs

    The Hatton, at etc. venues
    17th May 2000
    London, United Kingdom

    The Hatton, at etc. venues

    51/53 Hatton Garden
    London EC1N 8HN
    United Kingdom

    The Hatton, at etc. venues

    HOTEL BOOKING FORM

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    WHAT IS CPD?

    CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

    ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

    CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

    Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

    CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.

    CPD AND PROFESSIONAL INSTITUTES

    There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

    For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

    CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.

    TYPICAL CPD SCHEMES AND RECORDING OF CPD (CPD points and hours)

    Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

    ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

    ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

    The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

    As a formal provider of CPD certified activities, SMI Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.

    GLOBAL CPD

    Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

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