High speed to Florence

The much-vaunted high-speed service between Milan and Naples in Italy got underway on April 28.

Launched by independent operator NTV (Nuovo Trasporto Viaggiatori), the initial route runs from Milan Porta Garibaldi, via Bologna, Florence (Firenze) and Rome to Naples Centrale.

To run the service, NTV purchased a fleet of 25 new 11-car AGV (Automotrice à grande vitesse) trains from Alstom. These are the second generation of Alstom very high-speed trains are quite different from the earlier TGV and Eurostar trains.

Traction motors are mounted under the carriages rather than in dedicated power cars, so every car can carry passengers giving the 200-metre long NTV trains a capacity of 460 passengers.

To see what all the hype has been about, RailStaff‘s Nigel Wordsworth took a trip on one of the first trains to run between Milan and Florence.

Porta Garibaldi station is the main commuter station for Milan, and all the NTV ticket machines were located down the escalators from the main concourse.  They worked perfectly well in the English language, the tickets were easily collected and it was off to the platform to find the shiny red AGV train.

Novel features

NTV has named its service Italo, and has introduced some novel features. Each train is divided up into three areas, rather than classes, with a total of five different ways to travel. The claim is that the comfort remains the same, it is the level of service which changes to give each passenger the choice of how they travel.

The Smart area has leather-covered seats arranged four across with a central aisle. Catering is by self-service machines and there is free Wi-Fi. The end car is laid out as a 39-seat cinema fitted with eight high-definition 19-inch screens.

In the centre of the train is the Prima area.  Seats here are wider and only three across and there is a catering service. There is also a Relax car where mobile phone calls and loud conversations are banned, and a standing room Break area where passengers can stretch their legs and chat.

At the other end of the train is the Club area.  Here there are only 19 seats and two 4-seater “compartments” for use by families or for company meetings while on the move. The seating is extremely comfortable and the hostess service very attentive.

With a stop at Milan Rogoredo and then at Bologna, the trip to Florence took just under two hours. Further south progress is quicker, and Rome comes up in another hour and a half and Naples just over an hour later.

With ticket prices starting from only €35 each way for the 400 miles from Milan to Naples trip, it’s not expensive either.

Writes Nigel Wordsworth

Indian Railways’ Mumbai elevated rail corridor on track

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Indian Railways is to introduce a new air-conditioned suburban train service in Mumbai to boost capacity on the over-exhausted western suburban railway service.

The new $4 billion 63.27 km elevated rail corridor linking Oval Maidan, South Mumbai, and Virar – the northern most railway station of Mumbai Suburban Railway – will have two-track corridor along the existing Churchgate-Virar section, which is operated by the Western Railway (WR) Zone of Indian Railways.

Out of the 62.27 km corridor, 42.72 km route will be on elevated track, 8.04 km will be underground and the remaining 12.52 at grade (ground level).

It will have with 26 stations, which have been designed for trains to run at an optimum speed of 100 kmph.

Out of 26 stations, five stations would be underground, 19 stations will be elevated and two stations will be at grade. In the underground sections, the rail level will be around 15 metres below ground level.

The project has received personal attention of the prime minister office (PMO), who said: “Mumbai elevated rail corridor project which is the most advanced stage. The technical feasibility study has already been conducted and concessionaire shall be finalized by March 15, 2013.”

“The project will be implemented on a public private partnership (PPP) mode on Design, Build, Finance, Operate and Transfer (DBFOT) basis and the draft state support agreement has been agreed to between the government of Maharashtra and the Railways Ministry,” a Western Railway official said.

As per Indian Railways estimate, around 1.7 million passengers would use the corridor, when it opens 2019-20. It plans to run 19 hours services daily from 5am till late night and expects the trains will carry 90,000 people.

The Ministry of Railways has constituted a project steering group to monitor the implementation of the project including finalising the documentation, overseeing the bidding process, and awarding the contract in a timely manner.

Balfour Beatty on target despite tough European rail market

Balfour Beatty is on track to meet financial targets despite a difficult period in the European rail sector.

The company has recorded underlying pre-tax profits of £154 million in the first half of this year, but added that problems in Continental Europe and operational issues on some projects had impacted profitability.

The company’s construction division expects to maintain an underlying margin of around two per cent for the full year, with the construction services division anticipating a boost in its rail business in the remainder of this year.

Volumes are also growing in the Middle East, where the company is involved in the Qatar Rail Project for the Qatar Railway Company.

Ian Tyler, Balfour Beatty chief executive, said: “They are a solid set of results. The market conditions that we’re operating in at the moment are quite challenging in a number of areas and against that back drop this is a good set of results.

“We’ve maintained our order book at around about £15 billion so that means we have brought in new work of just over £4 billion a year which in these conditions is a good result.

“In the short term we clearly have some challenging conditions in our market. We have a lot of the building blocks in place to ensure that we underpin our business through that period.”

FirstGroup awarded West Coast franchise

FirstGroup has ousted Virgin to become the new operator of the West Coast Mainline.

First West Coast Limited will take over the service in December and will operate on the route until 2026.

Rail unions have raised concerns that the new operator will need to raise fares and cut staff to meet the return target outlined in its business plan.

First has announced that it plans to introduce 11 new six-car electric trains to increase capacity on the London to Glasgow route.

The franchise, which stretches from London to Glasgow, connecting Manchester, Liverpool, Birmingham, Wolverhampton, Edinburgh, Lancaster and Chester, has been run by Virgin since 1997.

In a statement, Richard Branson said it was “extremely unlikely” that Virgin would bid for a new franchise under the current system.

Tony Collins, chief executive of Virgin Rail Group, said: “Naturally, we are all very disappointed by today’s announcement.  We had submitted a strong, deliverable bid with emphasis on customer service which would have produced strong growth over the life of the franchise resulting in significant benefits for the taxpayer through generous premium payments to Government.

“Our focus for the remaining four months of the current franchise will be to continue to offer a high quality service to our customers, who we would like to thank for their loyalty over the past 15 years, and hand over a healthy and efficient franchise to the new operator on December 9.”

Rail Minister Theresa Villiers said: “This new franchise will deliver big improvements for passengers, with more seats and plans for more services. Targets to meet on passenger satisfaction will be introduced for the first time in an InterCity rail franchise and passengers will also benefit from smart ticketing and from investment in stations.

“The West Coast is the first of the new longer franchises to be let by the Coalition which has helped us secure real benefits for passengers by encouraging First West Coast Limited to invest in the future of the service.”

How tragedy has strengthened Britain’s rail industry

Practically every kind of emergency has been thrown at Britain’s railways during the last 30 years, many inflicted upon the network by others, some caused by internal issues, and all have been a tough way to learn lessons.

In a year when London has hosted the Diamond Jubilee, as well as both Olympic and Paralympic Games, Willie Baker, an ex-British Transport Police (BTP) Superintendent, looks at how disaster has strengthened passenger rail travel in the UK.

The preparations for London 2012 have been enormous. The Olympics is the biggest sporting event to ever take place in the UK, equivalent to 26 World Championships all taking place at the same time, followed by another 20 for the Paralympics. It affects every police force in the UK and has warranted the deployment of a greater number of British military personnel than are currently deployed in Afghanistan.

It is a sad reality that the history of emergency incidents affecting passenger railways in the UK actually adds considerable value to the work of all those charged with emergency resilience responsibilities, but with tougher budget restrictions, franchise renewals and other pressures will the vital disciplines of joint training between the rail industry and the police carry on after the Games?

During the 1970s, 80s and 90s, the provisional IRA regularly targeted Britain’s railways.

In 1973, more than 20 people were injured by bombs at London’s King’s Cross Station and Euston Station and 17 years later, a soldier was killed in a shooting at Lichfield station. The police and security services amassed a high level of skill and competence during these years, and wider improvements included encouraging staff and customers to be extra vigilant. The relationship between BTP and the industry also grew as each better appreciated the complexities of the other, and found ways to improve their operating partnerships.

It is vital that de-brief sessions following London 2012 recognise the tough learning from the past as well as all the hard work that has gone into ensuring a safe and successful ‘public transport’ Games.

Amid this destructive and disruptive period, on the December 12, 1988 three trains collided near Clapham, killing 35 people. The enquiry by Sir Anthony Hidden QC made recommendations that changed the way the railways in Britain were run – calling in particular for better emergency incident training. Emergency preparations and training were further tested at Southall (1997), Ladbroke Grove (1999), Hatfield (2000), Great Heck (2001), Potters Bar (2002), Ufton Nervet (2004) and Greyrigg (2007).

As well as the painful tragedy that has accompanied these events a colossal amount of learning has taken place.

It is one thing to learn lessons but it is another to harness the learning and keep it alive within the culture of the organisation. Following the bombing of London’s public transport network in 2005, H.M. Coroner Lady Justice Hallett highlighted how difficult the jobs are of police officers, firefighters and London Underground staff. The inquest heard how what may seem, with the benefit of hindsight, to have been a logical decision was at the time anything but.

The inquest made numerous references to the inquiry led by Desmond Fennel QC into the Kings Cross fire (1988), and identified lessons learnt and recommendations that have never been implemented. Learning and getting stronger from emergency incidents is crucial yet so often overlooked. The Royal United Services Institute recently conducted research into UK civil emergencies over that past 10 years and one senior member of the emergency services commented that he could write the review of the next major incident tomorrow – all he would have to do is get the previous one and change the date, location and cause.

Such an inconsistent approach to learning lessons the hard way was not the case in Washington DC in 2009, when nine people lost their lives and many more were injured when one train ran into the rear of a second, stationary train. The response of all agencies involved was tremendous. Everyone from the most junior member of rail staff to the commander of the ‘blue-light’ services did exactly what they were expected to do.

NTSB photo of Washington metro train collision which killed nine people.

What makes this incident so remarkable is that there had not been anything comparable in Washington since 1982, some 27 years earlier. Later reviews identified that this was primarily due to the fact that a robust mechanism of joint training and preparedness had been maintained year after year.

Today in Britain estimates suggest that around 70 per cent of people working on the railway have less than 15 years service, therefore much of the experience amassed over the past three decades has gone. However, as the events in Washington DC prove, the benefits of regular training is the best way to secure the successful response to an emergency incident, as well as restore business operations.

The Cabinet Office Emergency Planning College has recently conducted the first in a series of short, intensive courses on the management of passenger transport emergency incidents. Delegates included representatives from Network Rail, TOCs, local authorities and others in the transport sector and students have praised the courses. It further endorsed the need for such training and aligns with recommendation 6.2 of Sir Anthony Hidden who said in 1989 that the industry and the emergency services should train regularly, and more recently those of the National Audit Office (2008) encouraging the rail industry to regularly train alongside the BTP and the Highways Agency.

It is vital that de-brief sessions following London 2012 recognise the tough learning from the past as well as all the hard work that has gone into ensuring a safe and successful ‘public transport’ Games and that every agency records an action: Continue Regular Emergency Resilience Training.

Special Oscar handover for RailCorp

UGL presented one of the last Oscar Stage 3 passenger trains to RailCorp at a special handover ceremony last month.

UGL, which is currently building and delivering an additional 25 cars under Stage 3A – an extension to Stage 3 of the Oscar project, is expecting to deliver the last car of Stage 3A before the agreed completion date of March 5, 2013, ahead of schedule and under budget.

At the centre of the celebration on July 4 was an Oscar four-car set wrapped in a red ribbon and bow.

A purpose-made commemorative plague and a set of symbolic Oscar keys were also handed to RailCorp to mark the successful delivery on the Oscar Stage 3 project.

Mr Phil Pearce, RailCorp’s director engineering & projects, said: “Essentially, the achievements of this project were the result of lessons learnt from Oscar Stages 1 and 2 and a new collaborative approach which has set a new standard in the delivery of complex passenger car contracts.

It’s fair to say that our collaboration with RailCorp and the people on the project were key to the success of what was delivered here.

Alan Beacham, executive general manager for UGL

“I would like to take this occasion to thank both my team and UGL who have gone to great lengths to make the project a success.

UGL has been partnering with RailCorp for more than 50 years.

While the cars will largely service Sydney’s outer suburban rail network, the Oscars’ high levels of reliability and adaptability have resulted in their wider use on the inner suburban rail network as well.

Alan Beacham, executive general manager for UGL, said: “While we have leading systems and processes in place, it’s fair to say that our collaboration with RailCorp and the people on the project were key to the success of what was delivered here.

“We are proud of the fact that collectively the contract has delivered to RailCorp increased fleet availability with 371 additional days of revenue service, due to early deliveries.

“This has equated to over one year’s worth of extra (revenue) service for the travelling public, a saving passed on to RailCorp and the taxpayers of New South Wales.”

Campaigners call for reform of franchise system

A passenger campaign group has called for a review of the Government’s franchise awarding system, claiming that the current process puts too much emphasis on the highest bid not the best service.

Today the Department for Transport (DfT) announced that FirstGroup was to take over operation of the West Coast Mainline from Virgin after submitting a bid of £5.5 billion for the 14-year contract.

Richard Hebditch, campaigns director for Campaign for Better Transport, said: “Whatever the merits of either the First bid or that of Virgin, there is a fundamental problem with the way that franchises are let.

“The Government has moved to have longer franchises to encourage more investment from train companies in the railway, but when it comes to assessing bids the only thing that really matters is who offers the most money.

“We do need better value for money from the railway but the Government is often too focused on the money and not on the real value. We should be making sure that we put passengers first in the franchise system and deliver an affordable, reliable and convenient service.”

David Sidebottom, passenger director at Passenger Focus, said: “For the passengers making their way from London to Manchester or Glasgow,  the important thing is not the name on the side of the train, but the experience of the journey, the availability of staff when you need them and of course the value for money.

“We welcomed the suggestion that passenger satisfaction targets could be included in the franchise, which would help us and passengers to hold the franchisee to account. We will now be reviewing the details to see exactly what passengers on this line can expect.

“With another above-inflation fare rise on the horizon, now more than ever passengers will be looking for value especially in terms of getting a seat and being on time.”

That sinking feeling

Stanlow Abbey was not a lucky place. Built on the Mersey’s south bank, the last decade of the thirteenth century brought flooding, storm damage and fire. No surprise then that its resident monks craved calmer waters, finding them 40 miles away in north Lancashire. There, alongside the River Calder, they established new domestic ranges, outbuildings and a fine church, enclosing the site with crenellated walls and successfully exploiting local resources to flourish financially.

It was a seat of genuine industry, built on crops, wool, iron and coal. But the Disillusion of the Monasteries did for it, prompting piecemeal destruction over the centuries that followed. Today the remains are listed – still significant local landmarks although somewhat overshadowed by a more recent structure of even greater scale just 70 yards beyond the surviving gatehouse.

Engineering at a price

1845 saw Royal Assent for an Act that incorporated the Bolton Blackburn Clitheroe & West Yorkshire Railway (BBC&WYR) – known later as the Blackburn Railway to save time and breath. Planned as a 45-mile connection between Bolton and the North Western Railway at Long Preston, its southern section was completed in stages, opening to Chatburn – two miles north of Clitheroe – on 22 June 1850. The through route would not be advanced for another 30 years, joining the then-Midland line at Hellifield and creating a strategically important link from Manchester to Glasgow via the Settle and Carlisle.

Engineered by Terrence Wolfe Flanagan, the BBC&WYR boasted two substantial structures: the 2,015-yard Sough Tunnel and a viaduct of 48 arches across the Calder valley. This stands alongside the abbey ruins and, to help harmonise it with them, Flanagan inserted brick screens beneath two of the spans, decorated with large Gothic arches.

Reputedly comprising seven million bricks (it’s not known who counted them), Whalley Viaduct carries its two-track railway for 660 yards, crossing the river at a height of 70 feet and climbing to the south on a gradient of 1:82. It commands the landscape thereabouts. Contractors Nowell Hattersley & Shaw were given the job of erecting it, taking three years and earning £40,000 for their troubles. With the end in sight, two spans collapsed on 6 October 1849, killing three men and injuring a fourth. Blame was attributed to heavy rains – percolating through the brickwork to prevent the mortar from setting – compounded by the premature removal of the arches’ centring.

Flaws and imperfections

Defects have manifested themselves throughout the viaduct’s history, with the first recorded strengthening work taking place in 1884. Today, the undulating line of the parapet tells its own story. Timber piles support the piers: numbers 13 and 14 (in the river), 46 and 47 were underpinned as part of two projects, the first taking place in the early 1940s. The northernmost arch was also rebuilt. And evident throughout are patch repairs and recasing. Unsurprisingly then, Network Rail has a long-term monitoring plan in place, with sensors located at various points along the structure tied to the usual system of alerts and alarms.

Routine inspections late in 2010 recorded significant defects in Span 34 – towards the northern end – including flattening to the west ring face of the arch barrel and a full-width transverse crack. It was immediately clear that Network Rail Infrastructure Projects would need to fast-track another intervention, with Birse Rail assigned the works under the civils framework agreement.

To better understand how the structure was behaving, Datum Monitoring Services installed crack and rotation sensors around the affected span, together with two extensometers alongside the east and west faces of Pier 34. Six cores were drilled through the pier to confirm its composition: solid brickwork sitting on a sandstone raft above the timber piles. Some evidence of hay bales was also apparent.

Over the spring months, movement in the arch appeared to be a function of thermal expansion – sometimes as much as 5mm in a day – but recovery was only partial so it was gradually rotating towards the north, with the crack acting as a hinge. The east-elevation spandrel face was also being pushed outwards. Subsequent 3D monitoring suggested that the deformation was actually being driven by settlement of the pier, at a rate of around 5mm per month during wetter periods. Computer modelling techniques confirmed this through analysis of the gathered data.

Ground investigations, performed by BAM Ritchies, recorded a locally high water table – almost reaching ground level – the seasonal rise and fall of which could have hastened the timber piles’ deterioration through repeated cycles of wetting and drying. Additional insight was obtained using a Cone Penetration Testing truck provided by Lankelma. Sinking a borehole for a piezometer revealed that disturbance of the groundwater regime accelerated the vertical movement of the pier, adding to the future challenges confronting the project team. The rock head was encountered 6.5-8.15m below ground level, varying across the pier.

A limited menu

Timescales and the need for guaranteed longevity helped to define the way forward. Construction methodology was another critical factor, given the possibility of transitory instability. Whatever the permanent solution, it would have to be delivered sensitively in light of the structure’s condition. A two-phased approach was therefore adopted, first stabilising the arch with a concrete ring before then installing piles onto which the pier’s load would be transferred.

Birse Rail appointed Donaldson Associates to develop the Form B design. This identified complex sequencing to mitigate the risks involved, although it was recognised that there would be some “evolution” as practical experience filled knowledge gaps. The solution reflected the viaduct’s assigned capacity of RA8 at 45mph with a heavy axle weight restriction of 20mph.

Constraints came in a number of forms, the viaduct’s Grade II listed status being just one. But Ribble Valley Borough Council adopted a helpfully pragmatic position in granting consent. More significantly, the availability of only one wheels-free possession late in November 2011 – needed for initial shotcreting – created a fixed point in time around which the programme would have to be planned and executed.

Welcome to Whalley

Site mobilisation occurred in October with the establishment of a compound in a field alongside the viaduct. Span 34 was the other side of a lane – the west elevation being accessed through a narrow parcel of land in which the northern part of the structure stands, necessitating a section of wall to be taken down. Standard Scaffolding Specialists used a school playing field to reach the east elevation, erecting a protective screen between the worksite and very-adjacent bungalows. All this demanded land access agreements. An 11kV power cable, inconveniently passing beneath the affected arch, had to be diverted further south.

Using MEWPs (Mobile Elevating Work Platforms), initial stabilisation work involved pinning, grouting and stitching to spans 33, 34 and 35. Additional monitoring was also installed. Two rows of staggered needle beams were then inserted above each of the two piers to form springers for the new 475mm concrete arch and its reinforcements, to sit beneath the existing barrel. Located at 490mm centres, each hole was core drilled, the beam inserted and fully grouted up before work began on the next, the overall process following a carefully developed sequence. This paved the way for the first spray-concrete operation during November’s crucial 29-hour possession. Recognising that, at this stage, the additional dead load of the planned arch could prompt further deterioration, it was decided only to form an intermediate ‘holding’ ring of 150mm.

Concurrently, a trial pile was driven and load tested, 3.5m from the west elevation, to confirm the design suitability and proposed methodology. After a seven-day curing period, work proceeded with the structural piling, undertaken by main subcontractor APB Group – a predetermined sequence again being adopted, although this differed to that specified in the design as a consequence of the adverse ground conditions. There are 14 piles per pier; seven per elevation – each was poured in 450mm permanent steel casings, it being impractical to subsequently remove them as would generally be the case due to the inevitable disturbance it would cause.

After each opposing pair was sunk, the brickwork was cored, a beam installed and the hole grouted at the earliest opportunity to start transferring the load, the intention being to reduce any settlement. This required supporting stools to be secured between the piles and the beam.

Room for manoeuvre

With the piles at 1.2 metre centres, the piling rig’s lateral operation became increasingly restricted as more needle beams were inserted on a ‘do one, miss two’ rotation. Mounting the coring drill suffered from similar constraints. End to end, this critical process took about four weeks during which time three wet months worth of settlement – about 15mm – was recorded. With the site closing down for Christmas, it was vital to have confidence that everything was fully supported and stabilised, with contractors remaining on standby to respond to any alarms.

The pier element of the design was concluded with the installation of intermediate needle beams which would load the reinforced concrete boots around the piers’ bases once they were cast. This allowed the remaining arch reinforcement and shotcreting to be progressed – a job that APB Group subcontracted to BAM Ritchies. In terms of eccentric loading, the impact on the piers is limited, with the new arch adding around 10% to the dead load. To soften its visual impact, the elevation sections were faced in brick, with corbelled brickwork detail beneath connecting the new with the old.

Years of movement had opened some of the mortar joints between the parapet and string course. As a final act, the parapets were pinned to ensure gravity couldn’t take the initiative if further movement occurred. Two expansion joints were introduced on each elevation, relieving some of the compressive forces focussed at this location. By early April the physical works were done; the site shut down on the 24th.

Up against it

Continuing monitoring of the installed strain gauges show the load is being progressively transferred to the piles. Any arch movement is now exclusively thermal, expanding and contracting as would be expected. And there are no signs of this new hard spot pushing problems elsewhere.

Costing a little under £2 million, this scheme met no-one’s definition of cheap and cheerful. But what’s reflected in that price is the severity of the problem, the no-choice solution, the logistical complexity and the challenges thrown up by dynamic conditions to which the team had to respond. Viewed in that context, a successful and entirely non-disruptive scheme has emerged here from demanding circumstances. No mean feat.

Whalley Abbey will remain the only ruin locally.

Many thanks to Dan Wilcock and Mark Billington of Network Rail, and Birse Rail’s Gavin Collins and Graham Gallagher for their help with this article.

More railways please

People want more railways, according to a study by  Network Rail.

According to those questioned the rail industry should be confident and ambitious. From chefs to nurses, plumbers to teachers, over 300 people were involved in 10 detailed workshops earlier this year.

Says Rick Haythornthwaite, Network Rail’s outgoing chairman, ‘The railway is a vital piece of the wiring of this country, a view that has been reinforced across Britain as we talked to people about our railway and about its future. They wanted us to be confident and ambitious, to plan and invest properly in a growing and successful railway, a railway that they want to be proud of.’

The report mirrors the traditional public affection for trains and railways. However, the workshops also indicate that, contrary to common misconceptions, there is a significant body of opinion which is prepared to back a considerable and sustained investment programme, even when the cost implications for fares and taxes are spelt out.

The railway is a vital piece of the wiring of this country, a view that has been reinforced across Britain as we talked to people about our railway and about its future.

However, transparency is essential and the government and rail industry need to be upfront about how money is spent and what people get in return. Says Tim O’Toole, chairman of the Rail Delivery Group and chief executive of FirstGroup, ‘Growth for most industries is a sign of health and celebration; in rail it is too often discussed as if it were a burden.

The rail industry was invented in this country; it is thriving and much improved in this country, so why isn’t the public debate punctuated by pride and ambition, instead of timidity and crankiness? When Rick announced his intention to find out, his audience was supportive but sceptical, and yet here it is, the start of the conversation.

The rail industry is difficult to comprehend. It is in many parts. But the fact remains, it is enjoying unprecedented growth and handling that growth with ever safer operations and ever improving performance. If we are to craft the future those facts call for, we must elevate the debate as the effort reported on in this document attempts to start.’

Trains must not become “a rich man’s toy”

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Campaign for Better Transport staged a stunt at Waterloo Station yesterday (August 14) as part of its Fair Fares Now campaign calling trains not to become “a rich man’s toy”.

The protest followed the announcement that rail fares are to increase by 6.2 per cent next year.

Stephen Joseph, Campaign for Better Transport’s chief executive, said: “Passengers need a fairer deal on train travel. Not only would this help individual passengers – already struggling due to rising inflation and frozen wages – but it will benefit the economy too.

“Rail fares are currently rising at three times the rate of wages and further rise threaten to price many off the train.

“Today’s (August 14) event shows the send the Government a clear message: trains must be affordable for all.”