Building tomorrow's railway
Brian Tomlinson, Chief Systems Engineer at Network Rail, discusses the Asset Integrity Group's crucial work and the future of GB Rail.
Network Rail's Chief Systems Engineer discusses the crucial role of asset integrity, collaboration, and innovation in shaping the future of GB Rail.
Brian TomlinsonChief Systems Engineer, Network Rail
Can you tell us a bit about choosing a career in rail and your current role as Chief Systems Engineer at Network Rail?
Over several generations, members of my family have worked for the railway, so I suppose I had a lot of early exposure to the industry. After graduating from university, I began my career working for British Rail in the early 1990s. I was in an engineering role working on traction and rolling stock projects, initially for Intercity and then for Eurostar. My role primarily focused on the interfaces and compatibility between trains and infrastructure. In 2000, I moved to Railtrack, which later became Network Rail, where I headed up the Safety Case team for the West Coast Route Modernisation programme. This role gave me the opportunity to gain a detailed understanding of the railway infrastructure sub-systems and how they are safely integrated.
Over the years, I’ve held corporate-level positions responsible for system safety, risk analysis, assurance, accident investigation, and systems engineering. I really enjoy the challenges and variety associated with my current position. It covers multiple aspects of engineering and asset management at a railway systems level.
As the Chair of the Asset Integrity Group (AIG), can you tell us about what role this group plays in the industry?
The AIG is a cross-industry specialist risk group. It was established to oversee the development of the infrastructure and rolling stock asset integrity areas of the Rail Health and Safety Strategy.
The rail network comprises a wide variety of assets with differing age, technology, operational use, and maintenance requirements. We need to manage these systems as a whole, rather than in isolation. That way, we can continue to provide a safe, high performing, and cost-effective railway for passenger and freight users.
The AIG brings together leaders and subject matter experts to identify where the industry can work collaboratively on asset management challenges and future needs. We are seeking to improve information sharing and enable consistent risk management approaches that the industry can use to enhance performance, minimise failures, and unlock significant value.
Duty holders have their own governance and management systems in place to manage their own assets. The value that AIG adds is by focussing on shared risks, interface management, and system integration.
What are some challenges the AIG is currently working to address?
In the past year we conducted an extensive horizon scanning exercise with industry representatives to identity the current and future needs of the industry. We obtained input from members of AIG to prioritise these needs and develop a future ‘road map’ of activities.
The activities are currently aligned to one of four themed ‘task and finish’ groups. Each of these is led by a member of AIG. They are: Supporting Introduction of New Technology and Innovation; Asset Condition and Performance; Digital Safety and Security Assurance; Extreme Weather Events and Asset Resilience.
The AIG oversees the progress being made with each of the activities. As the activities are completed, we review the wider portfolio to choose the next priority activities. By having a defined scope of activities, we can make sure we remain focussed on delivering outcomes and that resources are used to best effect.
How is the AIG moving to tackle those priorities? Can you tell us about some of your strategies?
Within AIG, we regularly review asset safety and reliability performance using tools such as the Precursor Indicator Model (PIM). We also review the findings from investigations into accidents and assurance activities that relate back to how assets are being managed.
We also receive updates and presentations from subject matter experts on topics that relate to current and emerging risks. For example, cyber security and the use of artificial intelligence.
We’re currently working on a portfolio of activities. We’re enhancing the safety assurance techniques for integrated complex systems like digital signalling schemes. The AIG is undertaking research on the impact of extending the life of assets to better target asset management interventions. Another piece of work is defining data and standard requirements to maximise benefits from the Control, Command and Signalling and National DRACAS—Data Reporting, Analysis, and Corrective Action System. We’re also collaborating and improving industry competence relating to rolling stock cyber security. And a final activity I’ll mention sees us determining the future requirements for the National Incident Report and Rail Notice systems.
There’s so much crucial work being done. Is it beneficial that the AIG has members hailing from across the sector?
The group’s membership is made up infrastructure managers, train operators, rolling stock owners, suppliers and RSSB. When we work collaboratively, we can tackle complex challenges, innovate, and problem-solve.
Working together streamlines processes for everyone and reduces cost by sharing resources and expertise. It also means we can aim to take a more a sustainable approach and make longer-term plans. Collectively, it helps us provide the best service we can for our passenger and freight users.
What can rail leaders do to ensure GB Rail’s assets are safe, reliable, and fit for the future?
Firstly, it is crucial to comply with all relevant legislation and standards, ensuring that our operations meet the highest safety and quality benchmarks. Secondly, we must continue to invest in, maintain, renew, and upgrade our assets to keep them in optimal condition and extend their lifespan.
Involving passengers, freight customers, and communities in our planning and decision-making processes is also essential. Their input helps us make informed decisions that reflect the needs and expectations of those who rely on our services. Additionally, we should continue to exploit new technology to improve maintenance practices and predict future failures, thereby enhancing the reliability and efficiency of our operations.
As I’ve already mentioned, collaboration is another vital aspect. By working together to solve problems, sharing best practices, and helping each other reduce costs, we can achieve better outcomes for the entire rail network. Finally, it is important to adopt sustainable practices and technologies, ensuring that our operations are environmentally responsible and contribute to a robust future for the rail industry.
Finally, what do you think is rail's greatest unappreciated strength?
Beyond transportation, the major strengths of rail are the connectivity, sustainability, economic, cultural, and social benefits that it provides. As a singular strength, I would say that, for a passenger, rail is the most enjoyable way to travel over short to medium distances. More than any other transport mode.
Find more information about the AIG and their work.
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