A damning report was published this month by the Rail Accident Investigation Branch into an incident nearly a year ago which led to 450 passengers being urged to leave a stranded train and walk along the tracks within inches of a live high voltage electric rail.
The report is not only critical of this incident but raises the question whether there are systemic failures in our semi privatised railways which need urgently addressing. It reveals a string of other incidents that have happened in the last five years.including two cases where express train drivers had to lie under their trains to avoid being mowed down by trains coming in the opposite direction.
A Virgin Express train driver had to cower under his Inverness to London express just north of York to prevent being mowed down by a 105mph express in the opposite direction. The trainee signalman had failed to tell the driver of the stopped train that he had not halted other trains in the area.
Exactly the same thing happened again at Stafford six months ago when a Manchester to London Virgin express stopped because of a fault. The driver who was badly shaken had to hide under the train to avoid being run over by an express coming in the opposite direction.
Passengers getting out on to the tracks at Gospel Oak and waking to the station in 2013 – and a suburban train going forward without permission to take passengers off at Hackney Downs and almost overrunning a junction where it could have crashed into a train coming in the opposite direction.
This latest report was about a passenger train that was halted outside Peckham Rye station in South London last November after a fault automatically stopped the train.
The driver, who did not have a guard, got the go ahead from the private operator Aviva’s control centre to get passengers off the train. As the report says:
“This involved passengers climbing down vertical steps to ground
level, very close to the live electric conductor rail (third rail) and walking along the side of the line for about 30 metres to Peckham Rye station.
“Soon afterwards, an operations manager from Govia Thameslink Rail, which manages Peckham Rye station, contacted the member of station staff and realised where they were and what was happening. The operations manager immediately instructed the driver to stop the evacuation, and requested that he contact the signaller and his company’s controller for further instructions. “
…”The train driver and the signaller did not reach a clear understanding
about the actions that were required to safely detrain the passengers.
The delay caused unrest among the passengers on the train and contributed to stress and task overload of the driver, which affected his decision making. The driver’s experience and skills did not enable him to cope with these demands, and Network Rail did not effectively implement its own procedures for managing an incident involving a stranded train.”
The scandal revealed here is the lack of communication between Aviva’s control centre, Network Rail, the signalman, which all put passenger safety at risk.
Of course both Network Rail and Aviva have said they have taken measures to deal with it. But the report reveals that in Aviva’s case very little has been done – particularly at its control centre. Inspectors returned after the incident and found:
l. The environment within the control room was noisy and poor equipment was still
being used, both of which may cause distraction, and the floor plan was still too
2. Poor communications (verbal / IT systems and written notes) were observed
and still evident;
3. A lack of coordination and awareness of the different roles within the control
room was still evident”
Simon French,Chief Inspector of Rail Accidents concluded: “Following previous incidents, the railway industry has put in place policies for managing incidents in which trains become stranded. This incident has shown that when things go wrong, these policies may not be effective. …. We are recommending that, both locally and nationally, the incident management arrangements should be reviewed, and processes put in place to exercise them regularly. It’s not enough to have a plan – it must work when it is needed, and if it has never been practised the chances are it won’t work.”