JFRail and the University of Birmingham (UoB) delivered the HS1 Dynamic Operational Model project on behalf of London St Pancras Highspeed (LSPH), marking a significant transition from static to dynamic railway modelling.
By simulating the HS1 and Eurotunnel networks in a single integrated model, the project tested operational scenarios and infrastructure changes, improving network capacity, performance, and cost-efficiency.
Together, we developed a highly accurate baseline model (e.g., track length discrepancy of -0.06%) which incorporated comprehensive stakeholder data on infrastructure, timetables, and rolling stock.
This model generated valuable operational insights, such as early running trains due to generous timetables and Eurotunnel shuttle delays caused by inaccurate rolling stock data.
In the lead-up to the 2022 FIFA World Cup, the host nation identified the need for expert support to evaluate, predict and manage transport network capacity and demand. This included providing real-time solutions and mitigation strategies to ensure the effective operation of Doha’s transport network throughout the tournament.
Raw OTMR data was transformed into clear, actionable insights through a robust data pipeline and interactive Power BI visualisations. The solution enabled geospatial analysis of key safety events, improving operational safety monitoring while laying the foundation for predictive maintenance and route optimisation across the rail network.
The East Coast Digital Programme (ECDP) is leading the UK’s transition to digital signalling through the deployment of European Train Control System (ETCS). This represents a revolutionary change in how the railway is operated replacing traditional lineside signals with in-cab digital signalling, transforming safety, capacity, and performance.
For On-Track Machine (OTM) companies, preparing for ETCS meant building entirely new training pathways, and the simulator procurement project was a vital enabler.
By aligning the simulator specification with ECDP standards, Migo Consult ensured that OTM operators were not only ready for ETCS but also actively contributing to the wider digital railway transformation. This project demonstrated how freight and specialist operators can innovate to match the pace of change being driven by ECDP.
Migo brings together rail domain expertise and project management excellence.
Our independent approach ensured that OTM stakeholders secured best value while delivering a technically robust simulator solution, preparing the industry for the challenges of digital signalling.
Migo Consult acted as the lead project partner in specifying, procuring, and supporting delivery of the ETCS simulator. We:
The benefits extend well past procurement: building capability, reducing risk, and giving operators the tools to train for tomorrow’s digital railway.
JFRail was selected by GTS to partner with them on bidding for the Elizabeth Line in April 2024. One of the main areas of focus for the JFRail team on the bid was the development of an integrated Operational Systems solution for the Elizabeth Line which currently has a lot of disparate systems that lack interfaces and automation to support work flows in the organisation. The objective of the solution was to deliver cost savings on existing systems and performance benefits (avoiding penalties) which would secure the right integrated solution with additional benefits identified.
The JFRail team completed an as is assessment of the Elizabeth Line systems using a light touch review process and developed a base solution for each department including Train Planning, Resourcing (for Stations and Train Crew), On the Day Management in the Control and Performance Outputs, including providing a company integrated logging solution.
JFRail ran a mini tender, comparing and contrasting the different systems that offered an integrated solution. The team also prepared a business case analysis of the capabilities of the systems and developed this into a central bid initiative for the Elizabeth Line. Following on from the mini tender process, the preferential solution was determined. There was a strong business case from a cost perspective (net present value of £2.4 million) and significant performance benefits from implementation of the system. We also negotiated and agreed the requirements set and the delivery time for the system, which was determined as a 2 year deployment of the complete suite.
The JFRail team was re-engaged once the Elizabeth Line bid was won to lead the mobilisation of the new Operator, which included a full detailed systems review and a set of recommendations to the GTS board for progressing the systems strategy. Following a detailed landscape assessment, it became apparent that the number of systems and supporting architecture is significantly different from that disclosed at the bidding stage, showing a net negative position of c. £340,000 per annum when compared to bid over a full year. The JFRail team was requested to explore options to remove this deficit and developed a further business case to accelerate the new Operational Solution by 6 months, by safely removing some of the front end mobilisation but protecting the implementation time. The review consequentially saved c. £254,000 additional costs through systems savings and additional performance benefits. GTS Board has authorised this change to their strategy.
Historically, the rail industry’s approach to service recovery following disruption was disjointed. With no common National Standards, companies were experiencing increased delays, financial penalties, and customer dissatisfaction. Following a comprehensive RSSB research project in 2019, JFRail led the Integrated Train Service Recovery (ITSR) programme to mitigate these challenges.
The first of its kind, the programme involved a national roll-out of aligned processes and plans to support service recovery, directly targeting people and processes in all UK Control Centres (12 Network Rail (NR), 18 from train operators, and 7 from freight operators) to deliver a step change across the industry. Since completion in March 2024, we have delivered two further optimised deployments for the Bedford to London route and across Wales for Transport for Wales. ITSR offers consistency and standardisation whilst remaining adaptable to meet the unique requirements of each local Control Centre. We delivered a comprehensive training and change programme, comprising e-learning and table-top exercises, to ensure a seamless transition to new ITSR processes across three areas: disruption management, resource management, and competency management.
Developing a shared toolkit from the research
Fully managed communications and engagement provided throughout
New process documents for each deployment with NR and TOCs aligned
Training and Change delivered by project team
Go Live and benefits collection performed on each deployment
Over 80% of the project’s feedback has been positive, with the majority coming from Controllers and Duty Managers who remain at the centre of service recovery activities. The programme has removed barriers between passenger operators, freight operators, and NR, facilitating coordinated collaboration to benefit both passengers and the wider industry. Initial calculations in Sussex show an increase in performance minute savings from 4.77% pre ITSR to 6.99% after ITSR implementation. There has also been a 17% reduction in total delay minutes Year on Year, a 9% reduction in delay minutes per incident, and a 5% reduction in reactionary delay minutes.
Following the primary ITSR deployment, we have conducted several deep dive projects to further enhance and embed the new processes and deliver even further performance improvements across the country. ITSR was shortlisted at both the Golden Whistle Awards and the National Rail Awards, a testament to its success and national profile.
It has been a been a good journey and we have felt supported by the project team throughout. ITSR is also being used by us locally to support a gap identified in our recruitment process which will benefit new starters and drive more efficiencies in this area. It’s not been too big a challenge as the processes were easy to follow
InnoRail was engaged to deliver an end-to-end feasibility for reinstating rail access to Rosyth Dockyard – identifying viable terminals, ownership and access models, phased engineering options, operational constraints, and the commercial/regulatory pathway to bring trains back in. The assignment included a clear recommendation set for the preferred terminal and an implementation roadmap.
The study mapped stakeholders and land boundaries across Network Rail, Fife Council, Scarborough Muir, Forth Ports and Babcock, then tied this picture to responsibilities at each boundary. It combined a physical condition assessment by landowner with costed renewals, set out route capacity and gauge constraints, and evaluated train length, wagon choice and loading options. A structured options appraisal compared terminal locations and led to a preferred site, while a risk, compliance and ESG review underpinned delivery phasing and approvals. All outputs were packaged for decision-makers: costed options, stakeholder map, risk register, ESG considerations and a compliance matrix.
The work began with a stakeholder workshop at Rosyth Port to validate demand, traffic types and constraints, and to agree the shared action log and deliverables. A multi-disciplinary site walk on 12 August 2025 then captured condition, renewal needs and indicative costs by ownership, including assumptions on sleeper replacement, ballast, fencing and security. Operational analysis followed: we modelled train length and pathing, tested gauge pinch points and identified an approach that would allow 9’6″ containers to move despite bridge restrictions by using low-height IDA/KTA wagons. Options were shaped by comparing three terminal locations and developing concept scenarios with an outline delivery plan. In parallel, we mapped the access and approvals route – clarifying “Temporarily Out of Use” status, token block precedent, TAC and connection agreement requirements – and set named stakeholder engagements to move reinstatement forward.
liabilities; agree inspection access and asset-protection protocols; pin accountabilitiesat every interface.
Survey & assurance strategy: scope proportionate topo/utility/condition surveys; sample sleepers, ballast and drainage; validate structure clearances; capture security, fencing and any level-crossing interfaces.
Renewals engineering & cost build-up: convert survey findings into treatment options (spot, partial or full relay) with productivity norms and BoQs; produce P50/P80 estimates with quantified risk and inflation indices.
Terminal concept & safe operations design: develop layout options (loops/headshunt, hardstanding, pavement ratings), handling equipment choices, SSOW, shunt/turnback procedures and local rules.
Operations & capacity modelling: path services against current rules of the route; test turnback, crew diagrams, yard dwell and throughput; fix consist lengths, axle-load limits and payload envelopes.
Gauging & rolling-stock strategy: confirm permissible loading heights from structure assessments; select wagon types and loading solutions that satisfy clearances and handling constraints; define securement and inspection regimes.
Access & approvals pathway: map Network Change and connection requirements; set the evidence packs for each stage and the engagement plan with the infrastructure owner and statutory bodies.
Safety & regulatory assurance: run a proportionate CSM-RA with preliminary hazard analysis, hazard log, mitigations and ALARP justification; align with the operator’s SMS and agree independent review points.
Commercial & procurement approach: shape route-to-market (packages vs turnkey), draft outcome-based scopes and evaluation criteria, conduct early supplier engagement, and align payment/performance mechanisms.
Funding, charging & economics: build capex/opex and lifecycle models; set access/handling charges from throughput and cost drivers; identify grants/incentives and assemble outline business-case inputs.
ESG, consents & stakeholders: screen environmental and planning constraints; define proportionate mitigations (noise, dust, lighting, ecology); sequence engagement with local authorities and neighbours.
Programme phasing & delivery: phase by ownership to enable early running;integrate possessions/occupations; set entry criteria for test trains and staged commissioning.
Readiness, handover & BAU: prepare as-built and ITP evidence, O&M, competence and training; confirm maintenance responsibilities, KPIs and reporting; transition to steady-state with a clear improvement plan.
The study gave a clear technical and commercial answer. The Rosyth branch is reinstatable, but condition and ownership vary: the port-owned sections are simpler and cheaper to bring back, while the Network Rail section is most degraded and drives the longest lead times andhighest cost. Containers emerged as the most effective traffic, and the Scarborough Muir Terminal (SMT) was selected as the preferred site. We recommended a single ECM for safety, maintenance and access charging; reinstating port sections first to a low-speed standard; and deferring signalling reinstatement on the NR section in favour of token block operation at 10 mph. For council and port land only, 2,329 m of track was included in scope at an estimated £717,050, based on a 4 mph off-network standard; the NR section will require broader renewals, with typical lead times of 6–9 months through NR (3–6 months contracted). Operationally, with low-platform wagons, 9’6″ containers can be moved under restricted bridge profiles. A typical consist of 15–18 wagons (around 390 m) is feasible today with Townhill Loop turnback, with potential to extend paths to about 637 m via Cambus loop enhancements; payloads of roughly 1,500–2,000 t are achievable depending on mix and axle loads. The recommended governance model included Fife Council acting as custodian and recovering costs via a £200/train access charge.
InnoRail turned a complex, multi-owner corridor into a deliverable plan. The case study set out a preferred terminal with a credible, costed pathway; an operations-first approach that fits the gauge; and a pragmatic governance and access model that allows phased works to start on port land while avoiding unnecessary early signalling spend. The output de-risks investment, is regulator-ready and commercially buyable, and provides a clear route to trains running at Rosyth.
InnoRail was contracted as part of the Freight Sector within the East Coast Digital Programme (ECDP) and led of a number of programmes and initiatives. The following case studies highlight the process and results that InnoRail delivered for the following selection of projects.
The below case studies showcase InnoRails ability to deliver significant projects and provide a level of operational expertise to any programme.
InnoRail was asked to help freight operators understand how ETCS would affect their everyday activities. We designed and delivered a structured programme called the Deep Dive Impact Assessment which brought operators, many of whom were new to this type of engagement, into the process with positivity and commitment. The programme started with benefits identification so that individuals and their companies could see the value for them personally and professionally.
1. We developed a stakeholder map for the sector with scope owners identified by the client.
2. We met target team members across the six freight operating companies, starting with the contacts the client had identified as most influential. These became the key advocates.
3. Through light touch interviews with the advocates we identified potential pitfalls, areas of scepticism and individuals who might be difficult to engage but who could become strong contributors if motivated.
4. We met advocates and potential detractors face to face where possible, or virtually, before the first workshops to build trust.
5. We set out a clear meeting structure, starting with one company and then extending to DB Cargo, Colas Rail, Direct Rail Services, Freightliner Limited, GB Railfreight and Rail Operations Group.
6. Workshops were designed to be structured but not over engineered. Breakout conversations were encouraged and the use of snacks and beverages created a relaxed environment for in person meetings. When restrictions applied, we adapted to virtual sessions that still encouraged informal contributions.
7. Each workshop followed the Deep Dive Impact Assessment format, capturing the As Is activities across the POTIC framework:
• Process – how the activity is carried out
• Organisation – who is involved and where responsibilities sit
• Technology – what systems or tools are used
• Information – what inputs, outputs and data flows are required
• Culture – how behaviours, attitudes and expectations shape the work
8. Across the programme we captured over 1200 activities. Almost 40 percent were not well understood within organisations, and the act of surfacing them was itself an eye opener. Typical comments included: o “I did not know you did that with the data” o “I did not know that is where the information came from” o “I wish I had known that years ago, it would have saved time and money” This showed the immediate value of the process even before To Be design began.
9. The findings were played back using whiteboards, flip charts and post it notes in person, and digital collaboration tools during virtual sessions. We photographed the outputs and participants and used these images in our write up to reinforce the shared sense of ownership.
10. We used digital confirmation to secure sign off of the captured outputs, creating a baseline for the next stage.
11. Follow up sessions used online process mapping tools such as MIRO and ShareCloud, which proved simple yet visually compelling. These tools enabled collaborative development of high level To Be processes with active input from all companies.
12. Using these To Be sessions we created full benefits maps that linked proposed changes to measurable outcomes, required capabilities and intended benefits.
13. The consolidated impact assessment demonstrated that:
• Over 52 percent of freight operator activities would be affected by ETCS
• More than 30 percent would require changes to safety critical processes, procedures and railway rules to enable safe and effective implementation
14. When consolidated, the work produced the first Freight Sector wide Deep Dive Assessment. This acted as an As Is baseline for any future changes as well as for the specific proposed ones for each operator, giving them a tangible benefit straight away.
15. As the programme developed we created a joint working group where the organisations nominated representatives. Those who had been through the process explained their experience to those yet to participate, which built confidence and transparency.
Darren Jones, Project Manager, DB Cargo
Moatassem Ghubbass, Project Manager, Colas Rail UK
InnoRail supported the East Coast Digital Programme by facilitating a series of structured Freight Benefits Workshops with five Freight Operating Companies during May 2020. The objective was to refresh, test and prioritise the benefits of ETCS and Traffic Management for the freight sector, ensuring that the benefits were meaningful at the front line and captured in a consistent way across the sector.
We consolidated outputs across the sessions, validated them with programme leads,Prioritisation of the benefits for each operator, creating a freight sector view and produced a sector wide report reviewed by the Freight Stakeholder Group.
• Engagement of 33 participants across five operators, bringing together over 190 combined years of ETCS experience, including more than a decade in European contexts where the system is already deployed.
• Capture of over 117 potential freight benefits, clustered into themes such as additional capacity, operational recovery, system agility and environmental gains.
• Identification of 69 risks and blockers that could undermine benefit realisation if not addressed, particularly around data quality, business change, equipment reliability, and cost exposure.
• Confirmation that Safety was the overriding priority across all operators, with the principle “if it is not safe, we will not do it” repeatedly emphasised. Safety was treated as a given, allowing time to focus on other potential benefits.
• Establishment of a freight sector wide prioritisation of benefits, with Enhanced System Agility identified as a new and important addition. This reflected operators’ desire for capabilities such as bi directional running, variable speed paths and dynamic re routing to respond to real world operating conditions.
• Positive participant feedback, with operators reporting that the workshops had stimulated valuable internal discussions and improved the quality and frequency of engagement on ETCS benefits.
InnoRail was commissioned to help the freight sector prepare for the transition to ETCS by developing a consistent and practical approach to Business Change and Operational Readiness (OR and BC). Over a 12 month period we worked with the freight project team and all six Freight Operating Companies (DB Cargo, Freightliner, GB Railfreight, Colas Rail, Direct Rail Services and Rail Operations Group), as well as Network Rail’s Directly Operated Fleet (DOF). The scope was to establish a sector wide framework that could be tailored by each operator, embed it within the East Coast Digital Programme (ECDP), and then replicate the approach for the On Track Machine (OTM) sector.
Sector Stakeholder Engagement We created a stakeholder map for the sector and engaged scope owners identified by the client. Working with advocates in each operator, we established a coalition of support and addressed potential scepticism through early discussions focused on individual and organisational benefits.
2. Central Business Change Dossier (BCD) Template We designed and agreed a central BCD template that acted as the freight sector’s common framework for capturing all known change requirements, dependencies and timeframes. This became the reference point against which programme development and activities could be tracked.
3. Individual FOC Business Change Dossiers Each operator received a tailored BCD developed in partnership with its internal Business Change Manager (BCM). These dossiers mapped current operations, assessed the level of change required, set timescales and highlighted training and development impacts. In total, 19 unique dossiers were created.
4. Deep Dive Impact Assessments Using the POTIC structure (Process, Organisation, Technology, Information and Culture), we conducted detailed deep dives into current (As Is) activities. Over 1,200 activities were captured across the sector, with nearly 40% found not to be well understood internally. This discovery phase was energising for teams, revealing gaps and opportunities that had previously gone unnoticed.
5. Future State Planning Building on the As Is analysis, we facilitated collaborative To Be planning sessions using tools such as MIRO and ShareCloud to map future state processes online. This allowed FOCs to co-create high level To Be processes, identify benefits, and agree target outcomes, capabilities and milestones.
6. Governance and Sustainability A joint freight working group was created to oversee progress and share lessons learned. Outputs were aligned with the ECDP governance structure, embedding the dossiers into programme delivery. The approach was subsequently repeated for the OTM sector, demonstrating scalability.
Identification that more than 52% of activities would be affected by ETCS, with over 30% requiring changes to safety critical processes, procedures and railway rules.
Role mapping structures enabled operators to see impacts at the level of drivers, planners, controllers, engineers and managers.
A readiness assessment mechanism that allowed operators to measure progress and track benefits.
The work became fully embedded in the East Coast Digital Programme, providing freight with a stable platform to manage ETCS transition.
Replication of the approach for the OTM sector and DOF, extending benefits beyond freight and creating a common industry methodology.
The programme moved the freight sector from fragmented preparation to a structured, ingrained way of managing change. Operators gained immediate benefit from clarity of their As Is processes, a baseline to measure progress, and tailored dossiers to drive local action. The central template created consistency across the sector, while the working group provided shared governance and peer support. The approach gave ORR, Network Rail and the freight operators confidence that the sector was ready to manage ETCS transition in a systematic, transparent and sustainable way.
Client contact details will be provided with consent at final submission; placeholders are shown for tender completeness.
We selected the Birmingham Rail Virtual Environment (BRaVE) simulation tool for its versatility and modular design, which allows live updates, real-time adjustments, and scenario testing during projects.
Its core inputs integrate diverse data types and formats to enhance model precision, including:
A robust assurance process ensures the accuracy, reliability, and quality of the model, allowing systematic review and validation of data, outputs, and deliverables to identify and address potential issues early.
To investigate Dynamic Operational Model’s functions and potential benefits, we modelled five scenarios (see right). These explore railway operation permutations that can be investigated against infrastructure, signalling and control changes.
The model allows unique manipulation of infrastructure and train capabilities to evaluate potential benefits and inform business cases for scenario implementation.
Our scenario testing identified key benefits delivered by the model, including improved timetable efficiency, increased capacity, reduced maintenance disruptions, improved disruption management, and the ability to evaluate upgrade options.
The validated model also supports data-driven decisions via KPIs such as reduction in delay minutes, headway times, and journey time improvements.
Results
Scenario 1 – Engineering Access Model: Demonstrated effective single-line working during maintenance, optimising service levels by managing congestion, prioritising trains and enhancing resilience.
Scenario 2 – Speed Restriction Modelling: A modelled 160 kph speed restriction reduced T-1 minute lateness for affected services from 81% to 68%. This data will help refine post-engineering operations.
Scenario 3 – Eurostar Platforms Capacity: This scenario identified five additional Eurostar services without impacting existing HS1 services and six Eurostar services that could be added with timetable adjustments.
Scenario 4 – Tunnel bore closure: This scenario identified that significant cancellations of shuttle services are required if a section of the tunnel is closed and operated bi-directionally.
Scenario 5 – ETCS Level 2 and ATO: demonstrated significant performance improvements on the HS1 network and Eurotunnel when operating with ETCS Level 2 and ATO.
To view the full Case Study please find the links below. For more information please get in touch gbi@jfrail.co.uk
Migo brings together rail domain expertise and project management excellence.
Our independent approach ensured that OTM stakeholders secured best value while delivering a technically robust simulator solution, preparing the industry for the challenges of digital signalling.
Migo Consult acted as the lead project partner in specifying, procuring, and supporting delivery of the ETCS simulator. We:
The benefits extend well past procurement: building capability, reducing risk, and giving operators the tools to train for tomorrow’s digital railway.
JFRail ran a mini tender, comparing and contrasting the different systems that offered an integrated solution. The team also prepared a business case analysis of the capabilities of the systems and developed this into a central bid initiative for the Elizabeth Line. Following on from the mini tender process, the preferential solution was determined. There was a strong business case from a cost perspective (net present value of £2.4 million) and significant performance benefits from implementation of the system. We also negotiated and agreed the requirements set and the delivery time for the system, which was determined as a 2 year deployment of the complete suite.
The JFRail team was re-engaged once the Elizabeth Line bid was won to lead the mobilisation of the new Operator, which included a full detailed systems review and a set of recommendations to the GTS board for progressing the systems strategy. Following a detailed landscape assessment, it became apparent that the number of systems and supporting architecture is significantly different from that disclosed at the bidding stage, showing a net negative position of c. £340,000 per annum when compared to bid over a full year. The JFRail team was requested to explore options to remove this deficit and developed a further business case to accelerate the new Operational Solution by 6 months, by safely removing some of the front end mobilisation but protecting the implementation time. The review consequentially saved c. £254,000 additional costs through systems savings and additional performance benefits. GTS Board has authorised this change to their strategy.
Developing a shared toolkit from the research
Fully managed communications and engagement provided throughout
New process documents for each deployment with NR and TOCs aligned
Training and Change delivered by project team
Go Live and benefits collection performed on each deployment
Over 80% of the project’s feedback has been positive, with the majority coming from Controllers and Duty Managers who remain at the centre of service recovery activities. The programme has removed barriers between passenger operators, freight operators, and NR, facilitating coordinated collaboration to benefit both passengers and the wider industry. Initial calculations in Sussex show an increase in performance minute savings from 4.77% pre ITSR to 6.99% after ITSR implementation. There has also been a 17% reduction in total delay minutes Year on Year, a 9% reduction in delay minutes per incident, and a 5% reduction in reactionary delay minutes.
Following the primary ITSR deployment, we have conducted several deep dive projects to further enhance and embed the new processes and deliver even further performance improvements across the country. ITSR was shortlisted at both the Golden Whistle Awards and the National Rail Awards, a testament to its success and national profile.
It has been a been a good journey and we have felt supported by the project team throughout. ITSR is also being used by us locally to support a gap identified in our recruitment process which will benefit new starters and drive more efficiencies in this area. It’s not been too big a challenge as the processes were easy to follow
The work began with a stakeholder workshop at Rosyth Port to validate demand, traffic types and constraints, and to agree the shared action log and deliverables. A multi-disciplinary site walk on 12 August 2025 then captured condition, renewal needs and indicative costs by ownership, including assumptions on sleeper replacement, ballast, fencing and security. Operational analysis followed: we modelled train length and pathing, tested gauge pinch points and identified an approach that would allow 9’6″ containers to move despite bridge restrictions by using low-height IDA/KTA wagons. Options were shaped by comparing three terminal locations and developing concept scenarios with an outline delivery plan. In parallel, we mapped the access and approvals route – clarifying “Temporarily Out of Use” status, token block precedent, TAC and connection agreement requirements – and set named stakeholder engagements to move reinstatement forward.
liabilities; agree inspection access and asset-protection protocols; pin accountabilitiesat every interface.
Survey & assurance strategy: scope proportionate topo/utility/condition surveys; sample sleepers, ballast and drainage; validate structure clearances; capture security, fencing and any level-crossing interfaces.
Renewals engineering & cost build-up: convert survey findings into treatment options (spot, partial or full relay) with productivity norms and BoQs; produce P50/P80 estimates with quantified risk and inflation indices.
Terminal concept & safe operations design: develop layout options (loops/headshunt, hardstanding, pavement ratings), handling equipment choices, SSOW, shunt/turnback procedures and local rules.
Operations & capacity modelling: path services against current rules of the route; test turnback, crew diagrams, yard dwell and throughput; fix consist lengths, axle-load limits and payload envelopes.
Gauging & rolling-stock strategy: confirm permissible loading heights from structure assessments; select wagon types and loading solutions that satisfy clearances and handling constraints; define securement and inspection regimes.
Access & approvals pathway: map Network Change and connection requirements; set the evidence packs for each stage and the engagement plan with the infrastructure owner and statutory bodies.
Safety & regulatory assurance: run a proportionate CSM-RA with preliminary hazard analysis, hazard log, mitigations and ALARP justification; align with the operator’s SMS and agree independent review points.
Commercial & procurement approach: shape route-to-market (packages vs turnkey), draft outcome-based scopes and evaluation criteria, conduct early supplier engagement, and align payment/performance mechanisms.
Funding, charging & economics: build capex/opex and lifecycle models; set access/handling charges from throughput and cost drivers; identify grants/incentives and assemble outline business-case inputs.
ESG, consents & stakeholders: screen environmental and planning constraints; define proportionate mitigations (noise, dust, lighting, ecology); sequence engagement with local authorities and neighbours.
Programme phasing & delivery: phase by ownership to enable early running;integrate possessions/occupations; set entry criteria for test trains and staged commissioning.
Readiness, handover & BAU: prepare as-built and ITP evidence, O&M, competence and training; confirm maintenance responsibilities, KPIs and reporting; transition to steady-state with a clear improvement plan.
The study gave a clear technical and commercial answer. The Rosyth branch is reinstatable, but condition and ownership vary: the port-owned sections are simpler and cheaper to bring back, while the Network Rail section is most degraded and drives the longest lead times andhighest cost. Containers emerged as the most effective traffic, and the Scarborough Muir Terminal (SMT) was selected as the preferred site. We recommended a single ECM for safety, maintenance and access charging; reinstating port sections first to a low-speed standard; and deferring signalling reinstatement on the NR section in favour of token block operation at 10 mph. For council and port land only, 2,329 m of track was included in scope at an estimated £717,050, based on a 4 mph off-network standard; the NR section will require broader renewals, with typical lead times of 6–9 months through NR (3–6 months contracted). Operationally, with low-platform wagons, 9’6″ containers can be moved under restricted bridge profiles. A typical consist of 15–18 wagons (around 390 m) is feasible today with Townhill Loop turnback, with potential to extend paths to about 637 m via Cambus loop enhancements; payloads of roughly 1,500–2,000 t are achievable depending on mix and axle loads. The recommended governance model included Fife Council acting as custodian and recovering costs via a £200/train access charge.
InnoRail turned a complex, multi-owner corridor into a deliverable plan. The case study set out a preferred terminal with a credible, costed pathway; an operations-first approach that fits the gauge; and a pragmatic governance and access model that allows phased works to start on port land while avoiding unnecessary early signalling spend. The output de-risks investment, is regulator-ready and commercially buyable, and provides a clear route to trains running at Rosyth.
1. We developed a stakeholder map for the sector with scope owners identified by the client.
2. We met target team members across the six freight operating companies, starting with the contacts the client had identified as most influential. These became the key advocates.
3. Through light touch interviews with the advocates we identified potential pitfalls, areas of scepticism and individuals who might be difficult to engage but who could become strong contributors if motivated.
4. We met advocates and potential detractors face to face where possible, or virtually, before the first workshops to build trust.
5. We set out a clear meeting structure, starting with one company and then extending to DB Cargo, Colas Rail, Direct Rail Services, Freightliner Limited, GB Railfreight and Rail Operations Group.
6. Workshops were designed to be structured but not over engineered. Breakout conversations were encouraged and the use of snacks and beverages created a relaxed environment for in person meetings. When restrictions applied, we adapted to virtual sessions that still encouraged informal contributions.
7. Each workshop followed the Deep Dive Impact Assessment format, capturing the As Is activities across the POTIC framework:
• Process – how the activity is carried out
• Organisation – who is involved and where responsibilities sit
• Technology – what systems or tools are used
• Information – what inputs, outputs and data flows are required
• Culture – how behaviours, attitudes and expectations shape the work
8. Across the programme we captured over 1200 activities. Almost 40 percent were not well understood within organisations, and the act of surfacing them was itself an eye opener. Typical comments included: o “I did not know you did that with the data” o “I did not know that is where the information came from” o “I wish I had known that years ago, it would have saved time and money” This showed the immediate value of the process even before To Be design began.
9. The findings were played back using whiteboards, flip charts and post it notes in person, and digital collaboration tools during virtual sessions. We photographed the outputs and participants and used these images in our write up to reinforce the shared sense of ownership.
10. We used digital confirmation to secure sign off of the captured outputs, creating a baseline for the next stage.
11. Follow up sessions used online process mapping tools such as MIRO and ShareCloud, which proved simple yet visually compelling. These tools enabled collaborative development of high level To Be processes with active input from all companies.
12. Using these To Be sessions we created full benefits maps that linked proposed changes to measurable outcomes, required capabilities and intended benefits.
13. The consolidated impact assessment demonstrated that:
• Over 52 percent of freight operator activities would be affected by ETCS
• More than 30 percent would require changes to safety critical processes, procedures and railway rules to enable safe and effective implementation
14. When consolidated, the work produced the first Freight Sector wide Deep Dive Assessment. This acted as an As Is baseline for any future changes as well as for the specific proposed ones for each operator, giving them a tangible benefit straight away.
15. As the programme developed we created a joint working group where the organisations nominated representatives. Those who had been through the process explained their experience to those yet to participate, which built confidence and transparency.
Darren Jones, Project Manager, DB Cargo
Moatassem Ghubbass, Project Manager, Colas Rail UK
We consolidated outputs across the sessions, validated them with programme leads,Prioritisation of the benefits for each operator, creating a freight sector view and produced a sector wide report reviewed by the Freight Stakeholder Group.
• Engagement of 33 participants across five operators, bringing together over 190 combined years of ETCS experience, including more than a decade in European contexts where the system is already deployed.
• Capture of over 117 potential freight benefits, clustered into themes such as additional capacity, operational recovery, system agility and environmental gains.
• Identification of 69 risks and blockers that could undermine benefit realisation if not addressed, particularly around data quality, business change, equipment reliability, and cost exposure.
• Confirmation that Safety was the overriding priority across all operators, with the principle “if it is not safe, we will not do it” repeatedly emphasised. Safety was treated as a given, allowing time to focus on other potential benefits.
• Establishment of a freight sector wide prioritisation of benefits, with Enhanced System Agility identified as a new and important addition. This reflected operators’ desire for capabilities such as bi directional running, variable speed paths and dynamic re routing to respond to real world operating conditions.
• Positive participant feedback, with operators reporting that the workshops had stimulated valuable internal discussions and improved the quality and frequency of engagement on ETCS benefits.
Sector Stakeholder Engagement We created a stakeholder map for the sector and engaged scope owners identified by the client. Working with advocates in each operator, we established a coalition of support and addressed potential scepticism through early discussions focused on individual and organisational benefits.
2. Central Business Change Dossier (BCD) Template We designed and agreed a central BCD template that acted as the freight sector’s common framework for capturing all known change requirements, dependencies and timeframes. This became the reference point against which programme development and activities could be tracked.
3. Individual FOC Business Change Dossiers Each operator received a tailored BCD developed in partnership with its internal Business Change Manager (BCM). These dossiers mapped current operations, assessed the level of change required, set timescales and highlighted training and development impacts. In total, 19 unique dossiers were created.
4. Deep Dive Impact Assessments Using the POTIC structure (Process, Organisation, Technology, Information and Culture), we conducted detailed deep dives into current (As Is) activities. Over 1,200 activities were captured across the sector, with nearly 40% found not to be well understood internally. This discovery phase was energising for teams, revealing gaps and opportunities that had previously gone unnoticed.
5. Future State Planning Building on the As Is analysis, we facilitated collaborative To Be planning sessions using tools such as MIRO and ShareCloud to map future state processes online. This allowed FOCs to co-create high level To Be processes, identify benefits, and agree target outcomes, capabilities and milestones.
6. Governance and Sustainability A joint freight working group was created to oversee progress and share lessons learned. Outputs were aligned with the ECDP governance structure, embedding the dossiers into programme delivery. The approach was subsequently repeated for the OTM sector, demonstrating scalability.
Identification that more than 52% of activities would be affected by ETCS, with over 30% requiring changes to safety critical processes, procedures and railway rules.
Role mapping structures enabled operators to see impacts at the level of drivers, planners, controllers, engineers and managers.
A readiness assessment mechanism that allowed operators to measure progress and track benefits.
The work became fully embedded in the East Coast Digital Programme, providing freight with a stable platform to manage ETCS transition.
Replication of the approach for the OTM sector and DOF, extending benefits beyond freight and creating a common industry methodology.
The programme moved the freight sector from fragmented preparation to a structured, ingrained way of managing change. Operators gained immediate benefit from clarity of their As Is processes, a baseline to measure progress, and tailored dossiers to drive local action. The central template created consistency across the sector, while the working group provided shared governance and peer support. The approach gave ORR, Network Rail and the freight operators confidence that the sector was ready to manage ETCS transition in a systematic, transparent and sustainable way.
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