As we have an open topic, here’s a reply from a while ago that I wrote, but could not post, as the topic I was replying to got locked before I could post it.
carriageline said:
Settle something for me. I often hear the line “all maintenance will be done on nights, there will be no S&T/Pway etc fault teams etc (I don’t know enough about what their “teams” are or consist of)
How much truth is behind this? A lot of signallers are truly against this, for obvious reason. I can’t see how it can be feasible. A lot of failures in certain areas lasting all day could probably pay for a fault team for a year! It sounds like an assumption, or mixed messaging.
First, let’s get one thing clear, not all lines are busy during the day. A non-passenger line may actually be more busy during the night compared to during the day. Lines/junctions that are especially busy at night are those used by stock going to and from train maintenance depots for example. So you can forget doing much maintenance at night on those lines and junctions, unless arrangements are made to have the stock accommodated elsewhere or other suitable arrangements.
Second, infrastructure failures occur throughout the 24 hours of the day. So some staff have to be on duty during the day. In the case of S&T (signalling maintenance staff), that means 24 hour, 7 day a week cover. This is the limiting factor that the company (Network Rail) is taking into account for S&T and certain other departments that also require 24/7 cover.
Traditionally, infrastructure staff, e.g. S&T, are made of of teams. Currently all S&T teams have to be a minimum of three people (one team leader, one technician and one operative). You can have more people on the team. But according to Network Rail’s own organisation charts, there must be three.
Each team is treated as a separate-sub unit, so each team will have a roster. Normally each team member will follow the same team roster. Unless a team member leaves the post (promotion, retirement, or any other reason), the same members of staff stay in the team. Hence they work together as a team. With all the advantages of being a team.
P.Way maintenance teams are bigger, but the same principles are supposed to apply (in practice it’s a bit more complex).
Now to the changes. First a bit of recent history. Some years ago, the ORR informed Network Rail that improvements were needed in relation to the safety of staff working on or near the line. Network Rail’s answer was to increase the amount of work done when the line was closed to traffic (T3s or lineblocks). But there have been various incidents, including injuries and deaths. The ORR as a result issued an improvement notice on Network Rail.
So now Network Rail has effectively banned unassisted lookout protection. The preferred method of working on a line is now to only do so when it is closed to traffic. Hence why the company want to have most of its staff working nights and weekends.
It should be noted that there are still safety related incidents inside T3s. And many lineblock irregularities have also occurred where staff working were not actually protected from being hit by a train.
Infrastructure staff (maintenance and CAPEX/Works Delivery) already have T&Cs that are very flexible, plus anyone joining the railway or taking promotion will be on a 39/39/65. This is referring to T&Cs that permit up to 39 weeks of nights (Monday to Thursday), 39 weekends (any of: Friday nights, Saturdays or Sundays) and 65 weekend turns (again, Friday nights, Saturdays or Sundays). There are slightly lower limits for staff already employed.
Now to the changes. Because of the team structure, this according to the company limits their flexibility. So they are abolishing it. Now each person will have an individual roster. To cope with these extra rosters, they are intending on employing roster clerks (currently there are no roster clerks on the maintenance and CAPEX/Works Delivery side). Plus extra managers to manage these roster clerks. As I understand it, they currently are advertising for all these posts. It looks like they will be mostly people employed from outside the industry.
Meanwhile, as there will no longer be any fixed team sizing, most S&T “teams” will be reduced in size to only two people. And they will no longer work together as a fixed formation team.
This means that if the work requires more than two people, unless the company have planned for extra staff to work together, that work cannot be done.
For a S&T “team” that is forming the fault cover, this means that if a failure occurs that needs more than two people, someone will have to find extra staff from somewhere. In practice, if there are no other staff on duty from their own depot, this is likely to mean that another two person “team” from another depot will have to travel from their area to join up. That could mean one or more hours of travel in order to join up.
It also means that for some work, other department staff will be expected to help out. For example, if there is a re-railing job, the company are expecting the two S&T staff to help the (reduced number of P.Way staff) to unclip the rail(s), help move the rails, and reclip the rails. This in addition to all the S&T work that is required (check the diagrams, label and disconnect the affected equipment, such as track circuit leads, bonding etc.), drill any new holes needed in the rails, redo the bonding, reconnect any track circuit leads, fully test the track circuit or/and any other affected equipment, all in time so that the job and be completed before the line is reopened to traffic.
The reduction in the number of posts is not limited to just S&T. It affects many other departments, including P.Way.