BACKGROUND – AN OVERVIEW OF THE CURRENT SITUATION
In December 2015 RSS Infrastructure Limited (RSS) were approached by Carillion Limited, as the Principles Contractor working on the Crossrail Project, to support their works.
During its 5-year construction, Crossrail (OOCPA Project) focused on the remodelling of Old Oak Common to Paddington station, which is approximately 2 miles of track. Over the course of the project 50+ point-ends were installed as well as the relocation and installation of new and existing signals and track circuit upgrades alongside the construction of overhead lines.
RSS’ Signalling division worked alongside Carillion, primarily supporting their P-WAY and Civils teams carrying out the modernisation of the track infrastructure, through the supply of SMTHs, Points Fitters and installers.
Throughout the course of the project, Senior RSS Signalling personnel were routinely engaging with the client throughout the planning, resource meetings and major commissioning stages to ensure that the resource capabilities where in line with the requirements of the specific project. The nature of the works meant that the Signalling department’s resource team needed to constantly adapt to the changing roster, as this would affect both the numbers of staff as well as their competencies required. The company maintained a recruitment and training programme that continually met the demands of the work schedule as well as sustain the high-level service the organisation is renowned for. This meant that RSS were able to deliver a consistent workforce which helped to ensure that any issues on site were dealt with quickly and, through constant involvement in the planning, guaranteed that the recruitment and training were aligned with the project workloads, particularly for demanding S&C commissioning weekends.
The RSS team interfaced directly with Alstom who, as part of Crossrail (OOCPA project), were contracted to install track circuit upgrades. Both RSS and Alstom personnel remained in constant communication with each other to ensure that work being conducted was in accordance with the schedule and plans and thus did not impact each other’s ability to deliver. Furthermore, due to the length of the project and the continual introduction of new assets, RSS worked inherently with Network Rail (NWR) Delivery Units offering assistance to faulting and maintenance teams. Throughout the organisations continual involvement in the planning and support of the works the company also built up a good relationship with the NWR Project Managers.
CONCLUSIONS / RESULTS – WHAT BENEFIT WAS THIS FOR THE CLIENT
The RSS ethos has always been to not only supply the labour but to focus on communication, planning, competence and experience. The success of this project demonstrated that this attention to detail was a determining factor in delivering the exact resource capabilities required resulting in a project that was presented on time and to budget.
Due to the longevity of the project, the client was offered preferential rates and management support on and off site was provided at no additional cost.
The final project cost was £730,000.