Technical Strategy June 2013

A future driven by innovation

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2 Network Rail Limited Technical Strategy Go to contents Summary Themes Asset themes Enablers Next steps Glossary 1 Technical Strategy Technical

Rail Limited Network

Richar Chairman ability to exploit a rich stream a rich stream ability to exploit W on our rely must increasingly of innovation.” the limits of our current technical technical of our current the limits we where future A approaches. d Parry-Jones “ thatchallenges see afuture e Go contents to

Go to contents Foreword

In compiling the NRTS, we have been The challenge of the future railway requires dramatic and sustained change to the way we operate, manage and improve driven by the desire to offer customers the railway system. That future must be driven by innovation, & passengers a better rail journey identifying and bringing into use technical solutions that experience and by the need to deliver improve the railway across all our key outcomes: safety, performance, customer experience, capacity, cost-efficiency our business outcomes. and sustainability. Network Rail’s success relies on highly technical and complex systems engineering. Our capability today enables us to The industry’s Rail Technical Strategy (RTS) was launched by operate and maintain one of the most intensively used railway the Technical Strategy Leadership Group in December 2012 networks in the world whilst delivering major upgrades to the which presented a vision of the future railway. In so doing, it infrastructure. Of course we don’t do this alone. Our network called for the industry to step forward and convert the vision of carries trains as part of a railway system which in turn carry the RTS into reality. This is exactly what we have done in passengers and freight as part of a multi-modal transport preparing the NRTS, identifying specific R&D projects for system. So we work closely with our partners, suppliers, implementation with indications of cost, duration, benefits and academics and other stakeholders from across the rail industry confidence level to aid prioritisation. The NRTS goes beyond to achieve this capability. the projects themselves to consider the way we need to work and the skills we need to achieve a future driven by innovation. Richard Parry-Jones However, we see a future that challenges the limits of our Skills development as part of the people agenda is critical to Chairman current technical approaches. A future where we must our success. increasingly rely on our ability to exploit a rich stream of innovation. To meet the challenge we need ambition and dedication. Being more ambitious means innovating for better outcomes from We set out our plans to make progress on our strategic themes the railway as a system; showing dedication means our being and corporate objectives in our Strategic Business Plan. The prepared to work differently in response to the new challenges. “I am delighted to be able to NRTS takes forward our technology and innovation theme, introduce the Network Rail identifying opportunities in the Research and Development Our devolved organisation gives us new opportunities to work (R&D) arena that can unlock significant benefits for Network differently and the NRTS creates a framework that enables us Technical Strategy (NRTS).” Rail and the wider rail industry. In our recent past, we have to exploit those opportunities. The NRTS provides a framework been under-investing in R&D by any benchmarked standard. within which our routes, working closely with train operators These plans, as part of a wider cross-industry and European and other stakeholders, can continuously improve. So we pilot drive to innovate more through R&D, seek to bring the GB rail new solutions in a route, prove that the solutions work and industry closer to global norms for R&D investment. then apply elsewhere. We need to spend less time displacing trains to carry out maintenance and we need to target the elimination of time our people spend in hazardous working environments. And we therefore see a clear priority to use technology to spend less time on the track and to better target maintenance and renewals.

2 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes Asset themes Enablers Next steps Glossary 3 Technical Strategy Technical Rail Limited Network

Richard Parry-Jones Richard Chairman There must be a strong connection between long term long term between connection a strong must be There The Long Term capability. technical long term planning and need Studies Route and the forthcoming Planning Process and, in some solutions to be deliverable; ambitious technical new thinking will drive solutions themselves technical cases, on our building will support this by We about what is possible. leadership strategy with the technical close working and including the industry including Europe community across and suppliers. partners our academic with the R&D a good foundation have is much to do. We There in place through Rail, the R&D already Network by led directly as a key the NRTS have now community and we the TSLG at the early are we to recognise milestone. But it is important journey. of a long and challenging stages has been extensive, the NRTS for process The consultation prepared part of the business with a draft out to every reaching support for has been overwhelming in December 2012. There and feedback comments the business and now from the NRTS been leadership community have technical the industry’s from version. published this first into incorporated but our priority under review the strategy will be keeping We of implementation. with the process forward is to move now to deliver you with all of to work to continuing I look forward to us. available the huge benefits Go contents to Our ability to be more ambitious critically relies on strengthening relies ambitious critically Our ability to be more Rail, disciplines, within Network across at all levels: collaboration with European industry, the rail Rail and across Network between industry to other the rail and beyond railways and world sectors.technology Being more ambitious means we must pursue game changing pursue game must ambitious means we Being more in the pace of incremental as an increase as well innovations Game changing innovations components. change and better shift not merely the system, for must optimise the outcome that must also recognise They the system. around problems from benefits the to be a balance between will continue there local from the benefits applied solutions and universally for example, capacity increase, Taking configuration. regulating points, pinch redesigning to signalling, innovation rolling influencing passenger decisions and designing trains, a part to play. have people all potentially more stock to carry and our route by of each must be considered But the role the tools to be able to optimise the must have routes locally. configuration Being more ambitious means taking more risks. We need to be need to We risks. more means taking ambitious Being more And development. during to fail some of our ideas for prepared need to take we to prototype, progress those ideas that do for are We service environment. the live from R&D risks away on developing emphasis placing a substantial therefore with the industry and working capability modelling and testing accessible to the industry as a whole. the facilities to make

Go to contents Network Rail Technical Strategy at a glance

Contents Strategic business outcomes, themes and enablers. Strategic business outcomes are achieved through technical innovation using a whole system approach. The whole system 2 Foreword approach is underpinned with information which connects the function of physical assets to form the railway system. Our 4 Network Rail Technical Strategy objectives are enabled by people collaborating to progress the innovation process. at a glance

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4 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes Asset themes Enablers Next steps Glossary 5 Technical Strategy Technical Rail Limited Network Requirements and expectations for the future. the future. for and expectations Requirements R&D work currently under way under way currently R&D work The challenges and opportunities we face and our face The challenges and opportunities we the reaching we are example, For to technology. approach are If new technologies technology? limits of current might these be sourced? and how needed, where The scope and scale of the work – giving an indication of – giving an indication of the work The scope and scale ‘the size of the prize’ What we aim to achieve before, during and after the end during and after before, to achieve aim What we 5 (CP5) in 2019 Period of Control After each description is an indicative investment table table investment description is an indicative each After to individual projects expect we the contribution showing along with the relative outcomes business to strategic make of magnitude of the benefits and the likely impact investment. a description of our by followed The eight themes are and use our innovation will develop we ‘enablers’ – how our to achieve people and collaborations processes, objectives. • • • • A guide to this document A guide 14 to 16 groups on pages table The R&D summary under their respective investment of R&D programmes the theme and strategic It also indicates portfolios. addresses. each programme that outcome detail. the eight themes in greater 18 to 74 describe Pages outline: we In each case • Asset themes

ve our objectives through R&D through our objectives ve

gy rastructure ommand and control olling stock elecommunications Ener T C Inf R process Innovation People Collaboration Customer experience approach Whole system Information • • • • • Enablers The enablers to achie are: investment • • • Themes under structured is (NRTS) Strategy Rail Technical The Network Strategy Rail Technical used in the 2012 the eight themes Group Leadership Strategy Technical the by produced (RTS) two The first Britain. industry in Great the rail for (TSLG) and use the railway that customers to the way themes relate assets as railway together with other all our assets work how to meet their needs. system and interdependent an integrated of assets. The list of six deal with our groups The remaining themes comprises: • • • Go contents to Safety Performance the customer experience Improving Capacity Cost-efficiency Sustainability Monitoring, assessment and optimised maintenance and optimised Monitoring, assessment support Modelling and decision management Traffic journeys Seamless end-to-end flow and information data Increased use energy Better Enhanced design Transformation • • • • • • • • • • • • • • outcomes business Strategic six strategic to linked are programmes The R&D investment benefit. to realise mainly expect we where business outcomes These are: R&D portfolios under eight grouped are investment of R&D The programmes These opportunity. of our major areas that reflect portfolios are: How the R&D investment programmes programmes investment the R&D How are organised

Go to contents Summary

The Network Rail Technical Strategy The NRTS supplements the SBP to support the substantial Reducing the risk to trackside workers planned increase in R&D investment during CP5. It sets out (NRTS) sets the framework for R&D gaps and priority investment areas for R&D using the investment, progressing the technology framework of themes and opportunities set out in the industry and innovation strategic theme in our Rail Technical Strategy. While Network Rail expects to make a substantial investment in R&D during CP5, we also expect Strategic Business Plan (SBP). The NRTS suppliers to innovate, invest and share risks from the identifies technical barriers to achieving development and commercialisation of products where At present our corporate objectives and the appropriate. We recognise that many elements of the NRTS opportunities to overcome these through will require extensive collaboration across the industry including Europe, with design and delivery of some activities research and development (R&D). being performed externally to Network Rail. Having published Investing in technology and applying this strategy, we will now go on to develop a market engagement strategy to target investment and identify off-the-shelf technology will transform our Our ambition opportunities to collaborate both across the industry and ability to reduce and design out failures, beyond to other sectors and global markets. optimising the way the railway functions. Reducing the duration and impact Our strategy for R&D investment takes a holistic view of the of maintenance This will make us better at targeting railway and pursues both near-term needs and long-term where, when and how we improve the opportunities. However, within that holistic framework, our railway, and will lead to a future driven by approach will be targeted. We will put particular emphasis on innovation. investing in R&D for near-term benefit that reduces risk to workers and the public, improves the cost-effective maintenance and renewal of assets and leads to better customer information and passenger experience. Alongside this, we will invest in R&D for the longer term to increase capacity while achieving combined levels of reliability, availability, maintainability and safety simply not achievable with today’s technologies and system design. At present Our ambition The R&D investment will be influenced by Network Rail’s Long Term Planning Process (LTPP), which exists to plan the long- term capability of the network, up to 30 years into the future, to promote the efficient use of network capability and capacity. Network Rail’s Network Route Utilisation Strategy (NRUS) has already considered the future of rolling stock, electrification and the operation of independently powered Electric Multiple Units (IPEMU) on the rail network.

6 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes Asset themes Enablers Next steps Glossary 7 Technical Strategy Technical Rail Limited Network Seamless end-to-end journeys Seamless design through improved will be safety Passenger detection behaviour – anti-social at stations improvements – example for image processing, CCTV and intelligent through developments through in slips, trips and falls and a reduction and train. platform between interface such as an intelligent Enhanced design Train the European through will be improved safety Passenger (ATP). Protection Train with Automatic (ETCS) System Control Performance service in train the variability is to reduce An early focus (TOCs) Companies Operating with Train will work We reliability. place and put in are timetables resilient increasingly to ensure with automated management to asset our approach evolve less and design for maintenance monitoring, less emergency overall. maintenance five through will be addressed on performance Our work of the R&D portfolios. and optimised maintenance Monitoring, assessment using automated The condition of assets will be measured andinspection Non-disruptive monitoring and assessment. will maximise track interventions timely maintenance targeted of assets in the self-adjustment with automated availability assets to will use our telecommunications We longer term. monitoring of for increased identification support vehicle trains. by the infrastructure improve with industry partners to increasingly will work We compatibility system railway and specification the train to all assets and to ensure to minimise damage relationship exploited. is fully the infrastructure from that the capability critical failures. critical ‑ Working towards our strategic business outcomes outcomes business our strategic towards Working against below is summarised R&D investment for Our ambition business outcomes. our six strategic Safety the network partners to operate with our industry will work We the towards will reduce that casualties with an expectation repeat-cause serious injuries and elimination of fatalities, to Design” philosophy by embedding a “Safety incidents, do. that we everything of three through will be addressed on safety Our work the R&D portfolios. and optimised maintenance Monitoring, assessment and power including workers, of track The safety automated through will be improved workers, communications maintenance targeted and better monitoring and assessment of assets in the self-adjustment with automated and repair, the and people, reducing trains This will separate longer term. of new command The application trackside. workers need for systems will enable embedded automated systems and control workers. track zones for safety impose and remove to rapidly made safer are crossings as level will be improved safety Public obstacles to detect systems with efficient intelligent, and more with road interaction direct and more on or near the track GSM capability. utilising automotive vehicles high through will be improved safety Passenger for monitoring of infrastructure frequency automated safety

Go contents to 2G Upgradeable industry standard technology Increasing modelling and testing

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Modelling and decision support Improving the customer experience Seamless end-to-end journey Decision-making will be improved through better modelling We will generate outstanding value for taxpayers and techniques that will integrate information by considering the customers by continually improving the railway with more train whole railway system. Trade-offs such as those between paths delivered reliably, safely and at lower cost. That means capacity and performance will be optimised through modelling working with industry partners to improve current services and decision-support tools. Modelling will be closely linked to (particularly the availability of real-time personalised travel the design and outputs that can be routinely achieved from information for passengers or consignment-specific Making use of customers’ time enhanced testing facilities that represent the railway network. information for freight) along with integration with other transport modes and enabling customers to make good use of Traffic management their time while travelling. We will support industry partners to develop better ON TIME performing rolling stock, with more predictable acceleration Work to improve the customer experience will focus on two CUSTOMER REQUIREMENTS and braking and faster freight, and will enable quicker R&D portfolios. recovery from disruption by improving traffic management. FOOD Telecommunications assets will be used to support traffic Seamless end-to-end journeys management through train positioning. A key area of investment is to understand how customers use BEVERAGES the railway as part of an end-to-end journey. In the longer GROCERIES Where access for maintenance and renewals is required, the term, that will help us rethink our services, understanding how RETAIL impact will be reduced using new capabilities from the ETCS we can realign, redefine and re-scope what we do to serve new including bi-directional running. and unfulfilled customer needs. CONNECTIVITY– WIFI

Increased data and information flow We will work with industry partners to achieve seamless The increase in data generated from automated monitoring end-to-end journeys using smart ticketing through mobile and assessment to improve the performance of assets will be devices. The capability to overcome disruptions will be enabled through enhancements to telecommunications achieved through personalised travel solutions integrated with capacity. connecting transport services and services that make visible and mitigate the impact of disruption. Enhanced design The resilience of assets will increase through the development Value for customers is important and continuing to enhance and use of new materials. New switch and crossing designs the value of rail travel will ensure that rail continues to retain will increase reliability for the current railway and the design and attract new customers. For commuter, regional and of asset components will be developed to provide improved long-distance journeys, a major source of value is to ensure weather resilience. For the longer term, we will invest in that customers can make better use of time spent travelling by more radical solutions using integrated mechanical, providing reliable train-based voice communications and electronic and computer technologies (mechatronics) broadband availability throughout the journey, on trains and to transform performance. at stations. The design of stations will be enhanced to support the use of time as well as to improve accessibility and safety.

8 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes Asset themes Enablers Next steps Glossary 9 Technical Strategy Technical Rail Limited Network Capacity to trains enabling systems new control will utilise Our network on an increasingly will operate together. Our network run closer the needs of passengers and freight optimised basis, balancing optimisation of the rail real-time towards and progressing the to customer demand. This will reduce linked timetable making available the timetable, into need to build contingency suburban and commuter paths. On high-demand train more services that operate to enable metro-style expect we routes, basis. than a timed rather on a frequency of the on three focused with projects capacity will increase We R&D portfolios. Modelling and decision-support modelling better through will be improved capacity Network to design, with modelling closely linked and layout techniques capabilities. testing enhanced the design and outputs from will be maximised using modelling and availability Network and inspection tools that support non-disruptive analytical of enabling testing interventions, timely maintenance targeted Trade-offs, changes to the timetable. of proposed the impact network and performance, capacity between example for and and revenue renewals and maintenance, availability modelling and and costs, will be optimised through resilience with be developed decision-support tools. Modelling tools will of capacity consideration an integrated industry to make options, using a combination of infrastructure enhancement stock interventions. and rolling There is an opportunity to increase the market share for rail rail for share market the to increase is an opportunity There services. freight of rail and value reach the increasing by freight and to customers available information Making real-time customer to support freight interchanges freight locating service. will enhance our offer of this operations to to minimise disruption will be developed Technologies These and maintenance. enhancements services from to enable major be particularly important will technologies of DC third the conversion such as programmes potential term, In the long line electrification. overhead rail to AC availability will increase technologies maintenance automated of the railway. flow and information data Increased on common and will rely customer information Better reliable, the industry to get across flow optimised information by time, improved to customers in real information meaningful modes. with other transport of open data time exchange real monitoring automated from generated in data The increase through of assets will be supported and assessment including capacity to telecommunications enhancements broadband. voice and

DATA Our ambition Go contents to At present Maximising existing telecommunications capacity

Openinformation sharing

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Traffic management Cost-efficiency Better performance to increase We will work with industry partners to increase capacity With 2012/13 annual maintenance costs at £0.9 billion, an capacity through the development of real-time traffic management early focus is to increase cost efficiency. We will improve the capability, initially with better traffic management from rolling cost-effectiveness of our asset management by developing and stock performance improvements such as more predictable applying our understanding of whole-life, whole-system issues braking and acceleration, train positioning and Driver Advisory and trade-offs. System (DAS). We will support the design of faster freight rolling stock to reduce its effective occupancy of the network We will innovate to reduce costs under five of the R&D portfolios. and, in the longer term, we aim to see virtual coupling of Monitoring, assessment and optimised maintenance rolling stock units to increase throughput by more efficient We will work with industry partners to ensure that the railway is and flexible train configuration. This will ultimately achieve managed as a system, with interfaces between infrastructure optimised real-time traffic management with dynamic and trains being modelled and predicted to control costs and At present Our ambition train control, incorporating the Future Traffic Regulation increase asset life. To this end we will: Optimisation project (FuTRO), through self-learning intelligent IT systems integrated with traffic management. • Develop capabilities for non-disruptive inspection and Sensing train position targeted timely maintenance interventions of critical assets, To increase available train paths, we will work with train including track, signalling, earthworks and bridges, with operators to reduce station dwell times, by maximising the improved corrosion protection for bridges to reduce efficiency of passenger boarding and alighting through maintenance. minimised door opening and closing cycle times. We will work with train operators and their suppliers and partners • Increase the cost-efficiency of increased monitoring of the to explore increasing the capacity of trains. infrastructure, and potentially rolling stock, through the use of telecommunications assets using fibre sensing and vehicle Better energy use identification. We will manage energy demand to ensure capacity is not • Work with operators to reduce costs from infrastructure wear constrained by the limitations of power supply. Where the and energy costs arising from rolling stock – initially through acceleration and speed of trains is constrained by the better maintenance and, longer term, through lighter rolling electrification system, active pantograph design will stock design while also retaining crashworthiness and be employed to mitigate this constraint. reducing rolling stock operating costs.

10 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes Asset themes Enablers Next steps Glossary 11 Technical Strategy Technical Rail Limited Network Working with operators to develop design requirements design requirements to develop with operators Working effective enabling cost sub-systems, train for modular of rolling as the functioning upgrade, and procurement integrated. become increasingly stock and infrastructure Improved design and materials including new track, including new track, materials design and Improved design and, in the longer term, sleeper and ballast/slab railway. a self-adjusting mechatronic Reduced costs for maintaining line-side infrastructure line-side infrastructure maintaining costs for Reduced applying modern train-borne and developing through and functionality in-cab providing signalling systems, Train the European through Protection Automatic Train System. Control More robust and cost-effective design, test, installation test, installation design, and cost-effective robust More infrastructure, signalling of conventional and maintenance monitoring. and remote using modular signalling Sustainability – economy UK to a sustainable is central The GB railway social opportunities and improving driving economic growth, with industry will work We environment. supporting a greener in energy-efficient emissions, invest carbon partners to reduce community sustained towards progress assets and make underpin will sustainability in R&D for support. Investing business and and prosperous Rail as a strong Network to work. a great place seven through will be progressed in sustainability Investments modelling The eighth portfolio, of the eight R&D portfolios. our capability develops and decision-support, intrinsically of the whole based on consideration trade-offs to make in the wider social, economic and railway system context. environmental • • • Enhanced designEnhanced assets will include: the design of key Enhancing •

Develop tools that support non-disruptive inspection and inspection tools that support non-disruptive Develop interventions. timely maintenance targeted of the capability with industry partners to advance Work support optimised decisions basedour tools to assess and cost. on whole-life the cost to reduce capability our design and test Develop including trains, powered electrically for of infrastructure reliable, a more with the industry to develop working at operate that can system pantograph reduced-wear DC means to convert higher speed, and a cost-efficient line. overhead AC to third rail energy resilient and efficient costs through Reduce and smart power harvesting distribution using energy distribution grids. We will: We • • flow and information data Increased exploiting flow, and information data will increase We provide technologies to and efficient effective increasingly rail industry the across cost-effectively information real-time community. use energy Better will: use, we energy improved achieve To • • Modelling and decision supportModelling analytical of modelling and development the Through to our capability will increase tools, we decision-support perspective. system a whole from optimise trade-offs Our ambition Go contents to At present

Reducing dwell times At present Automating inspection assetsof Our ambition

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Monitoring, assessment and optimised maintenance Better energy use More efficient and responsive We will work with operators to reduce costs from infrastructure We will work with operators and other industry partners to information flow wear arising from rolling stock – initially through better reduce rolling stock energy use. In the longer term, lighter maintenance and longer term through lighter rolling stock rolling stock will be designed while retaining crashworthiness, design (while retaining crashworthiness, stability and stability and performance. performance) and through more radical solutions using mechatronics. We will work with industry to develop the capability to increase the proportion of the network that can be accessed using Traffic management electrically powered trains. This will include the development We will work with industry partners to achieve a reduction in of on-train energy storage, taking forward the development energy use and carbon impact through the development of of the IPEMU, and associated research and development Increasing energy storage and real-time traffic management capability. In the near term, of supporting infrastructure. We also expect energy storage harvesting better traffic management from rolling stock performance on trains to present opportunities to simplify the design improvements will be achieved through more predictable of electrification infrastructure, making it more reliable braking and acceleration, train positioning and DAS, supported and resilient with lower maintenance and renewals costs. by the use of our telecommunications assets. In the longer term, energy use will be optimised through real-time traffic Energy use will be reduced and optimised through efficient management with dynamic train control, incorporating FuTRO, and resilient energy management and distribution using along with self-learning intelligent IT systems integrated with new modelling capabilities and smart power distribution traffic management. grids with energy harvesting to reduce reliance on external energy sources. Seamless end-to-end journeys At present Our ambition Transporting freight by rail is attractive from both an economic Enhanced design and environmental perspective. Developing our capability to We will work with industry to reduce the impact of introducing Standardising rolling stock optimise operational planning of services will increase our improvements to the infrastructure and rolling stock system. share of non-traditional markets, making better use of network We will work with operators to develop the design requirements capacity, reducing carbon emissions and increasing the for modular train sub-systems that enable cost-effective economic sustainability of the railway. This will be supported procurement and upgrade as the functioning of the rolling by integrated planning information from beyond the terminal stock and infrastructure become increasingly integrated. and distribution customer value chain to improve freight Transformation strategic planning. The attractiveness of rail freight will be Together with our industry partners, we will transform our At present Our ambition further enhanced through longer, faster trains. approach to innovation through process, people and Increased data and information flow collaboration, driving the foundation of economic We will develop approaches to secure and protect our sustainability into all that we do. information and systems, particularly in respect of cyber security, while supporting open data sharing. We will work with industry to share approaches and develop common information-sharing architectures, providing a sustainable platform for the future.

12 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes Asset themes Enablers Next steps Glossary 13 Technical Strategy Technical Rail Limited Network Next steps vision, our primary a long-term by is driven NRTS While the for our investments frame is to this first iteration for focus plans the regulatory appropriate, where business planning and, initiation of R&D and CP5. Alongside the identification for challenge is a pressing and programmes, projects investment the increase to process and embed the innovation to establish and products and improved and quality of new pace, quantity R&D and between connection a strong and to create systems to investments. its application priorities early investment establishing are we this stage At of programmes. the level principally at within the portfolios, and the workers risk to reducing These priorities will include renewal and maintenance the cost-effective public; improving and passenger customer information of assets; better while capacity increasing the longer term, experience; and, for performance. better achieving will be defined and a process projects these programmes, From established. will be review and programme strategic of regular Our first will be published in due course. information Further the conclusions account into will take to this strategy update and future current an industry study examining from commercial and development; and their sourcing capabilities our recommended through and identified approaches with detailed and progress strategy; product emerging roadmapping. technology Rail programme. Rail programme. 2 The NRTS is aligned with roadmaps produced by the European the European by produced is aligned with roadmaps The NRTS (ERRAC). Advisory Council Rail Research achieving will use tools to support collaboration, We visualisations as easy-to-understand through transparency will also on R&D. We and managed data to shared the route through investment target to successfully build our capability with the wider industry ambition that connect roadmaps the GB railway. to transform We will engage in a cross-industry transformational change transformational in a cross-industry will engage We benchmarking and the costs of that will cover programme methods of innovation, efficient more new, developing collaborate will increasingly We development. research and in R&D using an Open to invest with industry and universities the development will co-ordinate We approach. Innovation and other sectors from exploiting technology of capabilities, developers, inventors, the barriers between down breaking to will continue We and decision-makers. implementers in, our role with industry through build our relationship to collaborate will continue We to, the TSLG. and contribution leadership partners, providing railway with our European particularly to the Shift and commitment Our enablers – innovation process, process, – innovation Our enablers people, collaboration

Research & Development & Development Research cross-industry, delivered Programme with suppliers and with other industry sectors Network Rail Network Strategy Technical Rail Technical Strategy Rail Technical Go contents to RTS, NRTS and industry research and industry research NRTS RTS, and development

Go to contents Summary R&D investment summary table theme. It also shows the primary strategic outcomes to which The investment table below shows the eight portfolios under the programme contributes, the degree of impact from the which the investment programmes are grouped along with key benefits of the programme and the likely magnitude of the project examples drawn from the investment tables under each required investment.

CP5 benefits Proposed CP5 CP6+ benefits of portfolio R&D investment of portfolio (£1=<£1m, Portfolio Investment programme Key Project Examples Theme Strategic outcome (large (large spot= ££=£1m-£10m, spot=high high impact) £££=>£10m, impact) ££££>£50m)

Improving the safety of staff, passengers and the public at interfaces Obstacle detection and automated intervention Control and Safety £££ with signalling infrastructure Level crossing interface with other transport modes command

Robust and cost effective design, test, installation and maintenance of Modular signalling Control and Cost efficiency ££ signalling infrastructure Remote monitoring technology for critical assets command

Safer inspection, repair and maintenance capability for electric traction Push button isolation and easy test for live overhead line Safety Energy £££ infrastructure and conductor rail Performance

Reduced cost and maximised track availability by non-disruptive RCM, Health and Usage Monitoring Systems Performance Infrastructure ££££ inspection and targeted timely maintenance interventions Mechatronic railway with self adjustment Cost efficiency Monitoring, assessment and optimised maintenance Reduced cost and improved safety of earthworks by non-disruptive Optical Fibres as general movement / performance sensor Safety Infrastructure ££ inspection and targeted timely maintenance interventions Detection Technology for earthworks stability Cost efficiency

Bridge corrosion detection – specifically developing and calibrating Reduced cost and improved safety of structures and buildings by non- Cost efficiency guided ultrasonic’s technology Infrastructure ££ disruptive inspection and targeted timely maintenance interventions Safety Better corrosion protection systems

Reduced infrastructure wear and energy costs arising from rolling stock Refining and developing the wheel / rail interface including mechatronic Sustainability whilst retaining rolling stock crashworthiness and reducing rolling stock bogies and running gear development Rolling stock £££ Cost efficiency operating costs Developing on train remote condition monitoring and instrumentation

Using telecommunications assets for reduced cost and maximised Remote monitoring technology for critical assets using fibre sensing Cost efficiency Telecoms ££ track availability Vehicle identification Performance

Increased network capacity and performance through improved Performance and operational modelling Whole systems Capacity ££££ modelling techniques and layout design Differentiated railway approach Performance

Modelling and analytical tools to support reduced cost and maximised Modelling and decision Integrated modelling capability – decision support tools Whole systems Capacity network availability by non-disruptive inspection and targeted timely £££ support Autonomous Intelligent Systems approach Cost efficiency maintenance interventions

Control and Systems architecture, interfaces and test Whole system testing centre Performance £££ command

14 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes Asset themes Enablers Next steps Glossary 15 £££ ££ ££ ££ ££ ££ Proposed CP5 Proposed R&D investment (£1=<£1m, ££=£1m-£10m, £££=>£10m, ££££>£50m) £££ ££ £££ ££ ££ Technical Strategy Technical CP6+ benefits of portfolio spot= (large high impact) CP5 benefits of portfolio (large spot=high impact) Rail Limited Network

MEDIUM HIGH HIGH VERY Customer Sustainability Customer Safety Customer Performance Capacity Performance Performance Sustainability Strategic outcome Strategic Capacity Sustainability Customer LOW Level of impact Level Customer experience Customer experience Information Sustainability Telecoms Rolling stockRolling Capacity stock Rolling Telecoms Information efficiency Cost Theme and Control command Telecoms Sustainability Customer experience Station design Station and including voice enhancement capacity Telecommunications broadband Optimising and reducing dwell times, including auto-opening, level level times, including auto-opening, dwell Optimising and reducing number and position of standbacks, floors, adequate and train platforms stopping position train management, doors, in service door failure braking and acceleration from better management traffic Better freight Faster better for requirements operational communications voice Capturing management traffic industry across flow and optimised information Common Use of big data Key Project Examples Project Key Vehicle positioning to increase the robustness of train location solutions location of train the robustness increase positioning to Vehicle (including COMPASS). (FuTRo) management Optimised traffic Cyber security programme including: security programme Cyber Risk Modelling - Cross-Domain Security Organisation - Cyber Centre - Security Operations Model Development Systems - Secure Ticketing simplification and integration simplification Ticketing customers to minimise or overcome for time information real Better modes transport disruptions and across Investment programme Investment Competitive and attractive – cost effective, reliable and frequent servicesfrequent and reliable – cost effective, and attractive Competitive strategy Freight and stations around Making use of time – ease of navigation time to suit customer opportunity to use travel and protocols architectures common information Creating services including capacity communication Enabled next generation enhancement Optimising station dwell time to maximise passenger boarding and time to maximise passenger boarding dwell Optimising station time opening / closing cycle alighting and minimise door stock to increase of rolling and performance the capacity Improve and performance reliability capacity, network management optimised traffic assets for Using telecommunications partnerships commercial through information rail Exploiting Real-time traffic management capability for increased capacity, energy energy capacity, for increased capability management traffic Real-time efficiency and sustainability Securing and protecting information and systems information Securing and protecting Seamless end to end journey and overcoming disruptions – personalised and overcoming Seamless end to end journey services and transport with connecting solutions integrated travel of disruption the impact services that mitigate Go contents to Traffic management Traffic Portfolio Increased data and data Increased flow information End to end journey

Go to contents Summary Level of impact

LOW MEDIUM HIGH VERY HIGH

Independent power through on-train energy storage, recycling and Capability to increase proportion of electric traction energy use Energy Sustainability £££ optimised use of energy and charging facilities

Energy harvesting Sustainability Better energy use Efficient and resilient energy distribution Energy £££ Smart power distribution grids Cost efficiency

Energy demand modelling Sustainability Managing energy demand Energy ££ Non-traction energy efficiency and storage Capacity

Modern signalling systems providing in-cab functionality and Automatic Freight train protection Control and Safety £££ Train Protection and reducing lineside infrastructure European Train Control System level 2/3 deployment command Cost efficiency

Active pantograph and high voltage coupling of train units to enable Design and test capability to improve reliability and reduce cost of Performance operation with a single pantograph Energy £££ electric traction infrastructure Cost efficiency DC to AC conversion Modelling and decision support New materials for rail steel Increased track resilience and cost efficiency through improved design Performance New track, sleeper and ballast/slab design Infrastructure £££ and materials Cost efficiency Mechatronic railway with self-adjustment

Cost efficiency Modular train sub-systems for cost effective procurement and upgrade Modular train design requirements for interface with infrastructure Rolling stock ££ Sustainability

Cross-industry collaboration Transformation Transformational change programme Sustainability £££ Best practice R&D delivery process

16 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes Asset themes Enablers Next steps Glossary 17 44 Technical Strategy Technical 68

Rail Limited Network

Control and command Control 23 olling stock R 38

Whole system approach Whole system elecommunications T 18 30

Customer experience

ormation Inf Infrastructure 52

Energy

Go Go contents contents to to relate to the way that customers usethat customers to the way relate all our assets work and how the railway assets as an other railway together with system and interdependent integrated needs. The assetto meet customer 30 to 74 explainthemes on pages Strategy Technical Rail’s Network of assets: to the groups as it relates telecommunications, information, and command, energy, control stock. and rolling infrastructure

The themes detailed on pages 18 to 29 on pages detailed The themes ThemesThemes

GoGo to to contents contents Themes Customer experience

Our purpose at Network Rail is to Goals before and after 2019 Seamless end-to-end journeys generate outstanding value for By 2019 we need to improve current services – particularly We want passengers, freight operators and passengers at the availability of information both within the rail network major stations to benefit from an outstanding quality and taxpayers and customers by and with other transport modes – with more train paths range of services, including non-intrusive means to pay for continually improving the railway. Although delivered reliably, safely and at lower cost. their journeys. Rail services should be fully integrated within the customer relationship is generally the transport system. Beyond 2019 we will need to rethink our services, managed by others, we play a major part in understanding how we can realign, redefine and re-scope Confident experience with no surprises creating the customer experience. Value for what we do to serve new and unfulfilled customer needs. Customers should be fully aware of the services available to them and understand how to select services to match their customers is important and continuing to personal or business travel or transit needs. Real-time tracking enhance the value of rail travel will ensure Scope should be available for freight customers. Technical innovation is key to a better customer experience. that rail continues to retain and attract Customer experience, alongside our other strategic outcomes, Overcoming disruption new customers. We must play our part depends on a successful whole-systems approach. Systems are Real-time traffic management should enable rapid recovery in delivering continual improvements improved, at heart, by people working collaboratively to from rare instances of disruption. In such cases, passengers and enhance the customer experience develop and apply technologies to exploit physical and and freight customers must be guided and supported to make information assets. This relationship is illustrated on page 4. alternative arrangements easily and in real time. including reliable voice communication and broadband throughout the journey. Improving the customer experience covers five principal areas. We will work with our GB industry and A competitive and attractive service European partners to increase rail’s share There needs to be a real–term, year-on-year improvement in of the transport market, with technical the value of rail services with real-time traffic management optimising network capacity and rail freight attracting an innovation driving better performance and increasing share of non-traditional markets. capacity from the railway, which in turn will support better value to commuter, regional and long-distance passengers, freight users and taxpayers.

18 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes: Customer experience Asset themes Enablers Next steps Glossary 19 Technical Strategy Technical Rail Limited Network Improve station facilities with the emphasis on ease of facilities station Improve benefits. and customer services and access, passenger flow Work with information technology suppliers and the rail suppliers and the rail technology with information Work customer communication and improve industry to develop from on best practices drawing and disruption strategies, other industry models. Work with the industry to develop whole journey integration integration whole journey with the industry to develop Work modes other transport with in conjunction and information to traffic with passenger integration freight and improve routes. supply flexible for access network full provide Develop techniques to improve real-time traffic management traffic real-time to improve techniques Develop other factors. and to weather resilience network and improved Lead development to improve network capacity, reduce reduce capacity, network to improve Lead development availability. track time and increase journey

• • • • Our ambition is to develop a whole-system approach that approach a whole-system is to develop Our ambition reflects and fully customers needs with the starts consistently and opportunities experience in identifying the customer This means developing strategy. the technical priorities for to: capabilities technical appropriate • Poor communication, particularly during times of disruption, particularly during times of communication, Poor to timely information ability to present due to a limited availability and the of problems extent customers about the routes. of alternative options and means of procuring A multitude of ticketing customers not in barrier delays, This results tickets. staff extensive restrictions, their ticket understanding of revenue loss and potential to monitor tickets resources industry. for the hours, operating including limited growth Barriers to freight times and distribution limitations. journey total Making use of timeMaking use and cross-industry management IT, information Improved other transport and interchange will enable train, collaboration services. customers with personalised to provide operators to technology and approach Our challenges, opportunities a number of present and applications technologies Our current challenges, in particular: • • • Go contents to Passengers’ use of time

Go to contents Themes Customer experience

What we’re doing now Freight journey time

Passenger journey information Freight journey time • Our capability to support better passenger information is • We are participating in two European projects, SPECTRUM being improved through the Darwin Customer Information and SUSTRAIL, to improve end-to-end journey times for Systems (DCIS) programme. DCIS is bringing together data freight in order to open up new rail freight markets and from multiple sources to create a single data set that relies improve the resilience of infrastructure for freight use while less on manual interventions and is nearer real time. DCIS making freight vehicles less damaging. This will lead to includes the development of a specification to support reduced cost and increased competitiveness with other further customer data integration. This is a key element in transport modes. supporting the future development of mobile personalised Understanding customer needs information to be used by customers to overcome • Under our Long Term Planning Process, we develop and disruption. publish market studies for passenger and freight which • To ensure whole journey customer information, we’re look at demand over the next 30 years. working with a consortium, part-funded by the Technology • Passenger Focus undertakes passenger research as a core Strategy Board (TSB), to develop a new type of intermodal part of its role to look after the interests of rail passengers. journey planner for rail and road, taking into account the Existing research offers insights into customer experience real-time service conditions, the resilience and diversity of for specific passenger groups and situations including different journey choices and other important real-life disabled passengers, engineering work, buying tickets and factors for end-to-end journey planning such as parking the use of social media for passenger information. A futures availability. study undertaken in 2012 offers insights into potential Passenger voice and broadband passenger expectations over the next 30 years. • We’re working with a consortium, part-funded by the TSB, • Working closely with our industry partners through the to provide continuous broadband and cellular connection ATOC led Customer Information Strategy Delivery Board, on the train and to provide and manage a link between the we will ensure customer R&D is appropriately led and aligns train and trackside for a modern, reliable and consistent and fits with customer needs. voice and data service. • Department for Transport research in 2010 on integrated passenger information identifies weaknesses in journey information throughout the end-to-end journey along with gaps in information including seat availability, queuing and real-time parking availability.

20 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes: Customer experience Asset themes Enablers Next steps Glossary 21 Technical Strategy Technical Rail Limited Network Improved capacity and whole journey time for freight freight time for and whole journey capacity Improved opportunities. to open up new market traffic Confidence in the security provision that is not obstructive that is not obstructive in the security provision Confidence of the station. to the working Easy access and flow-through from the station entrance entrance the station from Easy access and flow-through of the journey. exit at the completion to station Travel information and navigation at times of peak and navigation information Travel demand and disruption. Real-time tracking of goods. tracking Real-time Smart ticketing systems that allow access through virtual access through that allow systems Smart ticketing modes. with other transport barriers and integrate Provision of reliable broadband and cellular services broadband of reliable Provision experience. the customer’s throughout Services to enhance passengers’ journey experience and passengers’ journey Services to enhance freely as and their time as efficiently enable them to use please. they Facilities to allow easy navigation through stations and stations through easy navigation to allow Facilities trains. • • A critical aspect of improving the customer experience of improving aspect A critical and security including: facilities is to improve • • • • Information and communication will be the primary and communication Information but driven industry not rail which are areas technology achieve: will be necessary to • • Making use of time • A cost-effective, reliable and frequent rail service with frequent reliable and A cost-effective, for caters efficiency that also carbon on focus a strong customers’ needs. and accommodates in capacity increases available service with readily and secure A safe information. personalised journey confidence and in have can A service in which customers capacity, of facilities, expectations which high passenger met. always are travel to onward security and transit solutions. travel whole journey Personalised passenger for tickets journey and onward arrival Integrated ease and services for transport and connecting journeys barriers. elimination of travel journey overall Minimal disruptions that do not impact transit. experience or freight time disruption occurs, easily accessible real Where personalised enabling instant forms in various information re-planning. journey Requirements for the future for Requirements The needs are as follows: The needs are service and attractive A competitive • • • Seamless end-to-end journey • • • • WIFI TIME CONNECTIVITY– FOOD BEVERAGES GROCERIES RETAIL ON CUSTOMER REQUIREMENTS Go contents to Making use of customers’time cellular and broadband Reliable the journey, services throughout always ensuring customers are connected Seamless end-to-end journey and connecting ticketing Integrated a services, providing transport travel journey personalised whole experience

Go to contents Themes Customer experience

their current and future anticipated state of development and Table of indicative investments for customer experience Level of impact The table below shows the research and development our degree of confidence. It also shows the programme programmes which could be managed under the customer benefits and likely magnitude of investment. Prioritisation, LOW MEDIUM HIGH VERY HIGH experience theme. It shows indicative projects, their detailed definition and delivery approach have yet to be anticipated contribution to our strategic business outcomes, determined.

Where project would impact State of development (C=Concept ready, Proposed CP5 Benefits (each ‘check’ represents a quarter of the benefit) I=Implementation ready, S=system ready) CP5 cost CP5 benefit of CP6+ benefit R&D investment of project (£1=<£1m, Confidence portfolio (large of portfolio (£1=<£1m, Investment programme Indicative projects (large=high ££=£1m-£10m, ( =high) spot=high (large spot= ££=£1m-£10m, impact) £££=>£10m) impact) high impact) £££=>£10m, Safety Performance Customer Capacity Cost efficiency Sustainability Now CP5 CP6+ ££££>£50m)

Integration across C transport modes C, I, I, S £££ Seamless end to end journey – personalised travel Ticketing simplification and £££ solutions integrated integration C C, I I, S ££ with connecting transport services Information to be used by customers to minimise or C C, I,S S £ overcome disruptions

Security at stations and on trains through a technology C C, I, I, S ££ enabled environment

Understanding end to end Competitive and journeys, in particular for attractive – cost freight customers including C, I I, S £ effective, the optimised location of ££ reliable and distribution hubs frequent services Regulation of traffic in response to the customer, including understanding C, I I, S £ and modelling changes in customer demand drivers Making use of time – ease of navigation around Design to enable station stations and improvements including C C, I, S S ££ ££ opportunity to use accessibility and comfort travel time to suit customer

22 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes: Whole system approach Asset themes Enablers Next steps Glossary 23 Technical Strategy Technical Rail Limited Network Building credible defences against the effects of the effects against defences Building credible climate change. Achieving a radical reduction in carbon emissions. This emissions. in carbon reduction a radical Achieving to decision-making approach a whole-systems requires trade-offs. and technology system performs that robustly of the likelihood increases Optimising these trade-offs goal while maintaining strategic our long-term achieving of the railways. the performance Improving reliability, punctuality, availability, comfort, comfort, availability, punctuality, reliability, Improving information and customer speed, ease of transfer experience and These all shape the passenger systems. other over whether people choose rail will determine modes in the future. transport Increasing capacity to support twice as many customers as many to support twice capacity Increasing change and radical time. This will require in 30 years’ system. parts of the railway all across innovation • • • Beyond 2019 we will need to undertake a more radical radical a more will need to undertake 2019 we Beyond by: systems of railway review • Embed whole-systems thinking across the organisation the organisation across thinking Embed whole-systems the whole-systems embracing by and the wider industry approach. management life-cycle developing by safe remains system railway the live Ensure the system throughout philosophy design” by a “safety cycle. life understand better to our modelling capability Develop operation. systems railway in and optimise trade-offs and capability cost modelling our whole-life Develop both strategic by be exploited tools that can associated planners and the Routes. that utilises in decision-support growth rapid Achieve the quality of our engineering to improve data available – and the and cost performance – enhancing safety, offer to customers. service we of amounts ability to turn the vast our Accelerate the across that is available condition and use data rail be used to target that can information into network decisions. investment to the available and trial facilities GB test develop Further plant, vehicles, whole industry so that new rail be thoroughly can buildings and equipment infrastructure, deployed. are they before environments in realistic tested change and of climate impact the potential Understand implementation. plans for investment develop sharing and adoption of collaboration, World-wide best practice. Goals before and after 2019 and after Goals before need we approach, a whole-system our vision for realise To 2019. by following the to complete • • • • • • • • •

parts. Network Rail is responsible Rail parts. Network of assets from set a diverse for The railway is made up of many is The railway

Go contents to track, overhead line, telecommunications, line, telecommunications, overhead track, and structures property signalling systems, capture, that to systems through provide to and exploit data communicate passengers and to information valuable the railway. and operate those who manage stock that rolling our assets to carry use We Operating and Freight enables Train to operate and FOCs) (TOCs Companies passenger and freight services for train customers. Scope individual for the strategy links approach The whole-systems pages 18 to 74 toassets under the asset themes set out on the customer experience set out on pages 18 to 22 improving on page 5. listed business outcomes and to our other strategic explains description of the scope of the work The following will approach a whole-system evolve to R&D investments how to each of these outcomes. contribute Our vision is to evolve a whole-system approach that achieves that achieves approach a whole-system Our vision is to evolve customers in 30 years’ to support twice as many the capacity customer performance, safety, time while improving experience, cost efficiency and sustainability. Delivering performance to meet current and future demands and future to meet current performance Delivering all these railway requires customers of passenger and freight stock to be specified, deployed, assets including rolling as a “whole system”. and maintained operated improved, and passenger and freight the railway, The people operating Our whole part of the system. themselves customers, are the railway beyond extend needs to increasingly view system modes. transport with other to integrate to enable the railway Whole system approach system Whole Themes

Go to contents Themes Whole system approach

Safety Improving the customer experience Trade-offs and decision support tools Better management of system interfaces, particularly those Understanding the customer and articulating their needs as between Network Rail assets and rolling stock, will improve requirements is key to the success of the future railway and safety for passengers, trackside workers and the general public. a fundamental part of the whole system approach. The Improved decision support (i.e. remote condition monitoring, development of whole system modelling enables “what-if” more capable measurement trains and on-board measurement scenarios to be explored, ensuring that systems delivered into systems, systems to automate the regular production of key service are engineered to satisfy the needs of the customer. performance indicators, hazard alert systems and surveillance systems) has a positive impact on the safety of our Cost-efficiency infrastructure. Identifying where savings can be made requires a much better understanding of the whole life cost of maintenance, renewal Capacity and performance and enhancement interventions across the railway as a whole Whole system rail models predict that an increase in capacity system, enabling the most cost-effective changes to be defined can only be achieved with acceptable performance through and implemented. Benefits may not necessarily accrue at the major changes to the way that assets function as a system1. point of investment but elsewhere in the system and a drive to Achieving higher capacity requires higher precision meaning, utilise off-the-shelf technology in all areas of the business will for example, that a ten minute delay is unacceptable in the be employed. future railway. A high precision railway industry is a finely tuned system with seamless integration between the diverse Sustainability functions performed through people, processes and support Our aspiration is to support the rail industry in halving carbon systems. The future railway, driven by innovation, requires emissions and this requires radical innovation. Following the traditional engineering embedded in a systems framework proposed rail electrification programme, there is a view that where business process, information management, providing electricity for operation – in addition to proposals for maintenance techniques and technical engineering are electric cars and buses – requires electricity generating 2 similarly precise, integrated, optimised and innovative. capacity of around twice the current level . Measures to enhance weather resilience using conventional technology, Whole systems modelling and the use of systems techniques such as heating of switches and conductor rails, also require and processes should enable optimisation and precision to be significant additional energy through the winter months. achieved. The introduction of new railway assets should be Accurate systems models and decision support tools will be supported through a robust development process, underpinned necessary to ensure that cost (monetary and carbon) and value by modelling and thorough testing of all assets to eradicate (capacity and reliability) can be quantified, enabling informed their vulnerability to the climate and other external system level trade-offs. environments. The impact of extreme weather remains an on-going challenge to railway transport today and we need to prepare for further potential changes in climate. By developing our understanding of the impact of weather, the potential impacts of climate change can be assessed and effective adaptation strategies put in place for the future.

1 Modelling the Future, Incose 2012. 2 No Oil in the Lamp: Fuel, Faith & the energy crisis by Andy Mellen 2012. 24 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes: Whole system approach Asset themes Enablers Next steps Glossary 25 Technical Strategy Technical Rail Limited Network Modern material technologies that are durable to the harsh durable that are technologies Modern material change future against and resilient environment railway change. or climate capacity such as increased Exploit proven commercial-off-the-shelf technology. technology. commercial-off-the-shelf proven Exploit Modern communication technologies such as mobile and technologies Modern communication data. and distribute to collect wireless Geographic Information System (GIS) development tools. (GIS) development System Information Geographic Health Usage and Monitoring Systems (HUMS). Health Usage and Monitoring Systems Remote condition monitoring and sensor devices. condition monitoring and sensor devices. Remote Adopt an open architecture approach to model development to model development approach Adopt an open architecture off-the-shelf software that supports the use of commercial sources. data and external Optimise these models and consider “what-if” scenarios toOptimise these models and consider “what-if” that prevent of the constraints an understanding develop performance. system change in overall step Validate these models by exploiting data derived from from derived exploiting data these models by Validate railway. the operational Integrate available models to provide a whole-systems a whole-systems models to provide available Integrate between the complex relationship predict model that can of the and performance reliability timetabling, capacity, to designed including the constraints system, railway of the railways. integrity the safe maintain Identify and fill gaps in modelling capability. capability. gaps in modelling and fill Identify • • • • • For safety and performance, we will utilise proven technologies technologies will utilise proven we and performance, safety For decision support to include: for • • • • • We will embrace opportunities from new technologies and new technologies new from opportunities embrace will We to optimise existing both of existing technologies, applications will We and systems. new products and to create systems to technology. approaches adopt the following will develop we and sustainability, performance safety, For model to: a whole systems •

Trade-offs and decision-support tools and Trade-offs of part fundamental studies will be a trade-off Robust carbon reduce to radically railway the future developing for prepare and performance, capacity emissions, increase to build our expect cost. We and reduce change climate developing decision making by evidence-based for capability to support data real support tools based on decision effective of data, sources and increasing vast are studies. There trade industry partners from Rail and available to Network internal easily accessible not always that are widely, and more The decision support tools will support or exploitable. specialists and experienced from transfer knowledge strategic the business, both to high-level analysts into who manage the everyday and to those decision makers of the railway. operation and test integration System of successful development In modern engineering, the rapid proven selecting through is achieved and systems products these to satisfy the requirements and integrating technology is an opportunity to utilise more of the customer. There sensor, for example technologies, off-the-shelf which offer technologies, IT and software communication, and testing Robust the industry. to transform the potential the to solutions is fundamental trialling of these integrated need to be able to access and we success of this approach this possible. engineers to make and skilled facilities suitable • •

Go contents to Whole system life cycle management cycle life Whole system of assets with long performance the future safeguard To methods to novel a need for anticipate we design lives, management whole system whole life, the effective achieve built in substantially was The GB railway of major projects. climate by threatened and is increasingly era the Victorian not designed. which it was change for modelling performance Whole system the time to forecast is an opportunity to reduce There “what if“ to explore of a new scheme and performance of models. Currently, the integration refining scenarios by of the impacts using these models to analyse for example, due to is limited operations change during live a timetable there performance optimise system To inconsistencies. data drivers key of the identification is an opportunity to improve as a whole. the system modelling by performance system for models cost Whole life business to support is required modelling capability Cost on a embarked choices and we’ve decisions and investment cost models. cycle whole-life to develop multi-phased project to be enhanced andThese models need to continue these tools readily is also a need to make There validated. and other Projects Infrastructure to Routes, available of whole-life- consideration suppliers to enable systematic industry. both the business and the wider rail cost across Our challenges, opportunities and approach to technology to and approach opportunities Our challenges, of opportunity are: areas The main • • •

Go to contents Themes Whole system approach

For cost-efficiency, we will continue to develop cost models that can be used across the business to support investment What we’re doing now decisions. These include: Whole system modelling and optimisation • Tier 1 models. Strategic models which forecast work Decision-support volumes, outputs and expenditure for a portfolio of assets. We are using, and continuing to develop, many decision- We utilise a range of methods and models to assess the support tools: Large scale developments such as Linear Asset For example, the maintenance and renewal volumes for expected performance of the operational railway assets: 8000km of overhead line electrification system. Decision Support, which initially aims to support track asset • Methods to develop and test the robustness of the management, and Remote Condition Monitoring • Tier 2 models: Strategic models which calculate the whole-life timetable programmes; to smaller scale developments to support the cost for a single asset type across a range of possible maintenance of conductor rail and overhead line systems. • Energy capacity models intervention options. For example, optimum whole-life GIS systems have a key role to locate our assets and also to inspection, maintenance and renewal intervention regime • Signalling capacity models help us manage the impact of external events – such as for axle counters. • System reliability models. flooding and extreme weather. • Tier 3 models: Tactical models that support the specification Working with our Strategic University Partnerships, we’re of physical maintenance and renewal work in route asset Whole-life cost investing in closer and more dynamic integration of these management plans. For example, the specification of Network Rail has embarked on a multi-phased project to methods and models to achieve a greater level of whole- maintenance schedules for a track section based on develop whole life cycle cost models for its top 30 assets systems optimisation. One of our objectives is to improve the latest condition measures. including track, bridges, signalling, operational property, robustness and reduce the time taken to complete system telecommunications, electrical power and earthworks. The trade studies. Another is to develop high-level system models assets selected account for 80-90 per cent of expenditure for that can provide indicative performance of a system concept maintenance and renewals and compensation costs for delay and which can be practicably undertaken at the very earliest under Schedule 8 of Track Access Contracts. stages of the decision-making process when detailed design is not available. System integration and test We have continued to invest in our Rail Innovation and We’ve also collaborated with rail industry partners, DeFRA Development Centre (RIDC) which is a facility available and the Met Office Flag in the TRaCCA (Tomorrow’s Railway for use by the whole industry. This now offers facilities to and Climate Change Adaptation) project which has informed test and commission rolling stock, plant and processes on our understanding of the factors to be included in operational representative railway. It also undertakes integrated training and whole life cost modelling. of people required to work complex technology. We have in place advanced plans to extend our RIDC capability through We are also participating in projects to improve capacity a second site which will support high-speed and electrified with European partners including the ”On-Time” and test and trials. CAPACITY4RAIL projects (see Control and Command).

26 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes: Whole system approach Asset themes Enablers Next steps Glossary

Technical Strategy Technical Rail Limited Network At present Reducing the risk to trackside workers decision-supportremote using Improve health and usage monitoring and manage system interfaces, reducing reliance on manual trackside inspections and reducing the exposure of trackside workers to risk Increasing modelling and testing to optimise capabilities Modelling and support decision making trade-offs to the whole available facilities and test from away R&D risks industry to take service environment the live Our ambition Analyse data to better understand railway risks, including railway understand to better data Analyse tools to change, using decision-support climate risks from and delays In particular, to reduce manage the process. line with landslides, overhead associated safety improve weather- other adverse and equipment electrification incidents. related risks through safety identifying maintenance, Targeted at systems data of monitored exploitation increased wheel-rail with the associated data In particular, interfaces. and electrical the train between and the interface interface rail). (OLE and conductor systems power to apply Health Usage and capability Build on our RCM the asset base. across Monitoring (HUMS) technology our through of assets and systems the testing Increase network, the live the risk of changes into RIDC, reducing of more introduction faster for the confidence improving and reliability asset and improving new products performance. for an ongoing strategy with the industry to establish Work that and trials capability and use of test the development whole- conditions to support a network reflects accurately the are Of particular importance approach. systems in track capability and incubator of specialist test provision of the facilities and signalling disciplines and accessibility suppliers. railway traditional beyond which on the national network and trial sites test Establish where for initiatives evaluation as a final stage act can required. are gross tonnage or of traffic levels significant with and modular systems open and procure Develop our opportunity to to maximise interfaces standard and external off-the-shelf products exploit commercial data sources. • • • • • • • Adopt a systems approach across the railway industry that railway the across approach Adopt a systems all stakeholders. by is embraced system railway of the definition a structured Ensure and architecture, requirements the use of formal through railway of differentiated including the investigation Planning Term to support the Long principles and standards of This will enable a common understanding (LTPP). Process and to performance to baseline the current the system, design. future innovative promote and optimised modelling capability integrated Improve be used to assess new design schemes. that can interoperability to enable European the railway Develop appropriate. where so that high-level trade-offs studies into robust Undertake with supporting considered comprehensively decisions are evidence. “what-if” be used to explore models that can Develop in thescenarios as a consequence of changes operational timetable. sustainability the long-term methods to measure Develop of impact future of our assets and enable us to assess the models. cost change in whole life climate reductions radical achieve modelling to carbon Whole-life in carbon. costs in everyday to use whole life Embed our capability level. to route strategic decision-making from Go contents to Requirements for the future for Requirements We need to: We • • • • • • • • •

Go to contents Themes Whole system approach

Table of indicative investments for Whole system approach and future anticipated state of development and our degree of The investment table shows the research and development confidence. It also shows the programme benefits and likely programmes which could be managed under the whole-system magnitude of investment. Prioritisation, detailed definition and approach theme. It shows indicative projects, their anticipated delivery approach have yet to be determined. contribution to our strategic business outcomes, their current

Performance modelling and C operational modelling C, I, S I, S £££ Increasing network capacity and Investigation of performance differentiated railway through improved £££ principles and standards to C C, I I, S ££ modelling support the LTPP techniques and layout design Radical systems architecture C C I £

Autonomous Intelligent Systems – Robotics C C, I I, S ££

Autonomous Intelligent Modelling and C I, S S ££ analytical tools to Systems – Analytics support reduced cost and maximised network availability Engineering decision I, S I,S ££ £££ by non-disruptive support C inspection and targeted timely maintenance RCM, Health and Usage interventions Monitoring Systems (see C I, S I,S £££ Infrastructure)

Auto-self adjusting infrastructure from RCM C C, I I, S ££ data (see Infrastructure)

28 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes: Whole system approach Asset themes Enablers Next steps Glossary 29 £££ Proposed CP5 Proposed R&D investment (£1=<£1m, ££=£1m-£10m, £££=>£10m, ££££>£50m) Technical Strategy Technical CP6+ benefit of portfolio spot= (large high impact) CP5 benefit of (large portfolio spot=high impact) Rail Limited Network

=high) MEDIUM HIGH HIGH VERY Confidence ( LOW Level of impact Level £ ££ £££ CP5 cost (£1=<£1m, ££=£1m-£10m, £££=>£10m) CP6+ C, I S C,I,S S I, S S CP5 C, I, S SC SC ££ C (C=Concept ready, ready, (C=Concept of development State ready) S=system ready, I=Implementation Now Where project would impact would project Where (each ‘check’ represents a quarter of the benefit) a quarter (each ‘check’ represents Performance Customer Capacity efficiency Cost Sustainability Safety Benefits of project (large=high impact) Architecture in whole Architecture systems TSLG/SIC whole system whole system TSLG/SIC Development and Research Whole system testing testing Whole system centre Information security Information (including cyber security) and processes governance measures and protective aligned systems built into of information to degree importance. Go contents to Systems Systems Architecture, and Test Interfaces Investment programmeInvestment projects Indicative

Go to contents Asset themes Information

Our vision is that information Goals before and after 2019 Automation of information communication The goal for 2019 is for high-quality information, readily Automation of appropriate information processes (reporting, should be developed as a information augmentation and data analytics, for example) strategically critical resource, a available to people and systems, along with better industry collaboration and improved customer services and and the utilisation of railway operations information is a key corporate asset that is vital to the future employee engagement. Information must be available component of the information strategy. of Network Rail and our industry partners. securely on multiple types of devices and must keep pace Information culture of the community Information should increasingly be shared with technology developments and innovation where these This ranges from improving the perception and understanding offer benefits. and its availability should be balanced of the rail industry community to the strategic importance of Beyond 2019, there will need to be further developments information and from the quality of data capture to the correct with better security that takes into interpretation of the information by the decision maker. account the emerging cyber security towards the integration of railway activities, optimising the overall system and showing how rail is critical to a fully Information standards, governance and security threats. Information should be better integrated transport system. There will also be a move These relate to the management of information as a business- exploited to underpin the operation of the towards more timely information for rapid response to critical resource through a life cycle with the appropriate railway and the interface with customers keeping the railway running and the customer informed. information standards, governance and security structures, and with external communities, both supporting the integrity of information across the rail industry. Scope national and pan-European. Network Rail has built its asset-related information around a Information integrity data-to-intelligence model already in use in other industries. Information integrity together with Governance and Standards It collects, evaluates, collates, analyses and communicates. are an integral part of excellent information management. Specifically from the railway industry perspective the integrity Information collection of information is paramount to safety, confidence in decisions Where possible, information collection is automated and and business justification of rail industry goals and plans. platform (train, satellite, airborne) based. In circumstances where this is not possible, it is collected using handheld technology equipped with intelligent sensing devices.

Information distribution and communication Devolution has increased the need for information interoperability and convergence and the ability to communicate effectively across the GB rail industry is essential. European legislation brings further requirements for message interchange across European rail operators and infrastructure managers.

30 Network Rail Limited Technical Strategy Go to contents Go to contents Summary

R&D investment will address: Themes • Creating common information architectures and protocols Data security • Exploiting rail information through commercial partnerships Open information Data analytics Asset themes:Asset Information

Customer services

Automation Enablers

Real-time information Information should Multi-device increasingly be shared and its availability should

be balanced with better steps Next INFORMATION security that takes into account the emerging System optimisation cyber security threats. Glossary

Network Rail Limited Technical Strategy 31 Go to contents Go to contents Asset themes Information

• The need to provide the capability for real-time information Technology and information innovation Better information flow to customers With the rapid growth of distributed sources, a multitude across the rail industry. Although technologies are becoming of devices and sophisticated analytics need to be serviced more effective and efficient, the cost of this information increasingly in real time. The ability to distribute information explosion will need to be managed within justifiable financial through increased network bandwidths and mobile devices parameters. needs to be addressed with costs managed. • The need to exploit investment in information management Our challenges, opportunities and approach to technology technology, including the ORBIS programme supported by Challenges we face in improving the information environment the Asset Information organisation, in order to improve data include: integrity and appropriateness throughout the life cycle, from capture and creation to storage and use to archiving. • A low level of awareness and understanding in the rail We will look to exploit existing technologies while evaluating industry currently of the strategic importance of information, new and emerging technologies to address the requirements of reliance on accurate and holistic information and of the for: need for improvements. This will require a cultural shift in perceptions and understanding within the community to Information distribution and communication recognise the importance of information as the lifeblood Here we will identify and utilise distribution and of the organisation. communication technologies that can manage high volumes • Considerable growth in data and information, particularly as of information in a variety of channels. This will include a result of the introduction of new sources such as sensors innovation in information systems to deal with the exponential and video cameras. This creates a major challenge to growth of information including the type, format, speed, transmit, process, store and communicate through accuracy, security and media channel (including social media). innovative technologies. Automation of information communication • Rapid changes created by the introduction of information We will automate information processes such as reporting systems with step changes in power and processing (e.g. decision support systems and business performance capability together with their ability to interpret information dashboards), the augmentation of information and provision – and then the communication of more information through of information for analytics (e.g. predictive fault analysis) and increased network bandwidths with portable devices. the automation of processes that utilise information for operational use (e.g. signalling). Information culture of the community We will help people in the rail industry to become more aware of their reliance on information and the importance of data quality, ranging from accurate capture through to the correct interpretation of the information by the decision maker.

32 Network Rail Limited Technical Strategy Go to contents Go to contents Summary

More efficient and responsive Information standards, governance and security Themes information flow Exploit increasingly We will increase information security governance, systems effective and efficient technologies to and processes utilising mechanisms such as Master Data provide real-time information cost- Management and Information Life cycle Management effectively across the rail industry, supporting the integrity of information across the rail industry. enabling a railway that is in tune with customers’ and operational Information integrity information needs 24 hours a day, We will improve the accuracy, reliability, speed (real-time), 7 days a week consistency, quality and relevance of information throughout the information life cycle from data capture/creation, storage and use through to eventual archive. The appropriate

governance structures, processes and systems must be themes:Asset Information in place in support of data integrity.

Technology and information innovation will focus on: • Identifying and utilising technologies to manage the transmission, capture, storage and communication of information from new sources such as sensors, video cameras and a mobile workforce using tablets, smart phones and handheld devices. • Increasing the power and ability of information systems (e.g. intelligent systems) to interpret information (e.g. data analytics, predictive modelling and data augmentation) and Enablers then to communicate more information through increased network bandwidths. • Exploiting technologies that are becoming more effective and efficient to provide real-time information across the rail industry community in a cost-effective way to enable better management of railway traffic and a better flow of information to customers. Next steps Next

Glossary

Network Rail Limited Technical Strategy 33 Go to contents Go to contents Asset themes Information

What we’re doing now Mobile handheld devices

The ORBIS programme is making the capture of information An underpinning factor in realising our technology ambitions easier through the deployment of mobile handheld devices will be the delivery of robust and proportionate protection and advanced train-borne systems, the provision of integrated from cyber security threats. To that end, we are establishing information and decision-support tooling, better exploitation a Cyber Security Programme that will deliver the necessary of geospatial information and the elimination of paperwork. protection for our business, rail operations, asset management and telecommunications systems. This will We are utilising an open Information Framework (MIKE2.0) support us in realising the benefits of innovative, business- as an approach to improve how information is managed enabling technologies and help ensure the flow of open, across the rail industry, incorporating a common business highly available and reliable data that enhances value strategy, technology architecture and delivery approach and improves the customer experience. Open information sharing Data sharing across information management projects. across the rail industry, enabling passengers, staff and frontline workers We are developing the Network Rail Information System to make timely and accurate decisions (NRIS) strategy document, setting out the future direction for on the move information services over a ten-year time frame and defining how it will support Network Rail’s strategic intentions and those of the wider rail industry. The NRIS strategy document will provide the definitive source on which all IS strategic activity will be based, covering technical, security and information strategies. It will set out, in general terms, Network Rail’s applications, information and technology architecture components. DATA

34 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes Balancing security and transparency Requirements for the future Secure and protect information and systems, particularly in respect of The requirement is for information technology and cyber security while making data Telecommunications and control and command associated processes that are able to achieve: • Combine in-cab signalling with GSM communications transparent, and utilising opportunities from ‘big data’ • Effective communication (real time and automated) of • Systems, tools and processes to enable efficiencies in the information from railway systems such as decision-support, delivery of conventional multiple aspect signalling systems business performance dashboards and train movements • Increased availability of systems for train control. • Effective, efficient, real-time and automated communication Energy of information between customers, individuals, teams and • Matching passenger demand and train capacity reducing organisations, making data open where appropriate conflicts between services and better train location themes:Asset Information • Maximised data sharing, analysis and exploitation so that • Line condition assessment and fault detection and information is used effectively to enhance and drive decision- optimisation of train/current interface including making processes using appropriate decision-support tools. developments to enable pattern recognition • Coherent management policies, protocols and • Real-time rail energy consumption and generation identification of data ownership and secure information information. systems resilient to cyber attacks. Infrastructure • The utilisation of European standards to harmonise • Understanding of whole system carbon impact procedures and information exchange between systems • Methods and technologies to facilitate automated • A structured process of innovation to exploit new monitoring of assets and detection of asset condition, technology for business benefit. enabling condition based inspection, service and Enablers These requirements are closely connected with other themes maintenance regimes to be developed, extending the detailed in this document: integrity and economic life of assets Customer experience • Automated asset monitoring via trains monitoring • Easily accessible personalised journey information infrastructure and infrastructure monitoring trains. • Work with the industry to develop whole journey Rolling Stock integration and information in conjunction with other • Automatic vehicle identification. transport modes.

• Real-time positioning system based on GPS and Rail steps Next Whole system approach Infrastructure Network Model • A systems approach to technology management • Unattended Measurement Systems on service trains • A GB rail whole-system model • Cross-industry commercial and technical framework • Excellent asset knowledge and evidence-based decision allowing asset condition data to be shared and exploited

making • Protocols and data schemas for the train-borne data Glossary • Industry collaboration. capture system including train equipment and wireless communication.

Network Rail Limited Technical Strategy 35 Go to contents Go to contents Asset themes Information

Table of indicative investments for Information and future anticipated state of development and our degree The investment table shows the research and development of confidence. It also shows the programme benefits and likely programmes which could be managed under the information magnitude of investment. Prioritisation, detailed definition and asset theme. It shows indicative projects, their anticipated delivery approach have yet to be determined. contribution to our strategic business outcomes, their current

Formalised ownership of information making individuals accountable for C,I,S S £ the accuracy and timeliness Information mastered and classified in terms of sensitivity (Public, private or C I,S I,S ££ confidential)

Retention policies for information both structured C C,I,S I,S £ Creating common and unstructured information ££ architectures and Information security protocols (including cyber security) governance and processes and protective measures C C,I,S S ££ built into systems aligned to degree of information importance Architectures, ontology, data dictionaries and protocols facilitating C C,I,S I,S £ integration and information sharing

36 Network Rail Limited Technical Strategy Go to contents Go to contents Summary

Level of impact Themes

LOW MEDIUM HIGH VERY HIGH

Collaboration in the railway businesses to exploit C C,I,S I,S £ information

Integration of a variety of information sources producing new information C I,S S £ adapt rapidly to changing business strategies Exploiting rail Ability to analyse of very information large volumes of data in through decision making activities ££ commercial including the deciphering C,I,S S ££ partnerships information trends. C

Automated and customer Enablers generated reports from core strategic systems Innovative technologies to capture, store and communicate information through a variety of sources C,I C,I,S S £ and systems, including handheld devices Next steps Next Glossary

Network Rail Limited Technical Strategy 37 Go to contents Go to contents Asset themes Telecommunications

Our telecommunication network Goals before and after 2019 Improved service quality should serve the communication By 2019, high-speed, high-bandwidth communications networks will be in use across the rail network and on trains, requirements of rail industry providing dependable connectivity for both operational and customers including passengers and customer-facing applications for the railway and its increasingly beyond, Network Rail customers. Telecommunications (NRT) will offer Beyond 2019, innovation work conducted during CP5 will continuous improvement in service lead to the wide scale deployment of communications- quality, value for money and delivery enabled initiatives such as personalised, whole-journey support, increased levels of automated railway infrastructure excellence. As a single, accountable, monitoring and greater fusion and analytics of data, process‑led organisation, NRT will including CCTV. achieve these objectives by managing telecommunications from a whole system, Scope whole life perspective to support the rail The scope of telecommunications technologies addresses five industry’s move towards increased localism. principal outcome areas.

The telecommunications network of the future will be safe, Improved service quality reliable and resilient. It will meet data capacity requirements Better service includes all aspects of provisioning and service in a timely manner, keeping pace with rapid technology management and allowing others to focus on what they advances and maximising asset utilisation. do best.

Improved value for money We will play our part in reducing government subsidy, potentially making the cost of railway telecommunications neutral or better.

Safety We will proactively and aggressively address the challenges of supporting Critical National Infrastructure and safety systems on open communications networks.

Reliability and resilience Communications service availability has a direct impact on our ability to manage the railway customer experience.

Maximised use of assets We will derive further value from spare capacity to offset the funding challenges of a continuously evolving asset.

38 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes R&D investment will address: • Using telecoms assets for reduced cost and maximised track availability

Network Operation Centre • Enabled next generation communication services including capacity enhancement TELECOMMUNICATIONS • Securing and protecting information and systems • Using telecoms assets for optimised traffic Standardised equipment High bandwidth management Asset themes:Asset Telecommunications

High-speed communication Data Centre

Secure, reliable and resilient network

Customer services Enablers

Whole-journey support

FTN/FTNx The telecommunications network of the future will be Mobile connectivity Traffic management safe, reliable and resilient.

It will meet data capacity steps Next requirements in a timely

Maximising asset utilisation manner, keeping pace with rapid technology

advances and maximising Glossary asset utilisation.

Network Rail Limited Technical Strategy 39 Go to contents Go to contents Asset themes Telecommunications

Our challenges, opportunities and approach to technology • The capacity of GSM-R to carry additional services, Data centre Current technologies and applications present a number of particularly European Traffic Management System (ERTMS), challenges. is limited by the 2G technology, the GSM-R operating • Current fibre-sensing products used for Remote Condition concept and the limited amount of radio spectrum available. Monitoring (RCM), although passive, are expensive and the • We must work with Europe to define and implement a outputs require human assessment before alerts can be next-generation interoperable alternative to GSM-R voice triggered. and bearer for European Train Control System (ETCS) data • The planned replacement of assets will be increasingly driven between train and infrastructure before GSM-R becomes by component, system and functionality obsolescence rather unsupportable. than asset condition and reliability factors. • Next-generation mobile connectivity will require access • High volumes of data, specifically CCTV from Managed to a significant amount of managed radio spectrum. Stations, Driver Only Operated (DOO) CCTV and trackside • Current station information and management systems lack Maximise existing telecommunications security, are generated but are not brought together or the integration that could improve efficiency, safety and capacity Enhancements to analysed to extract more value for the industry. passenger experience. telecommunications capacity to handle more customer data, including voice • As we increase the volume and type of data we collect, • Service definition and demand forecasting, particularly for and broadband, and more business analyse, share and use, cyber security will underpin many next-generation networks, are currently quite short-term, data from control systems and health aspects of the railway, supporting and enhancing the resulting in late deployment of upgrades and loss of and usage monitoring of assets telecommunications network. early benefits. • The radio interference threat to GSM-R from other mobile • Third party telecommunications solutions must be displaced technologies in use on and around the rail infrastructure needs and traffic and services rapidly brought onto our own network. to be managed along with the associated operational impact.

At present Our ambition

40 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes Delivering future high bandwidth What we’re doing now

Delivering future high bandwidth Improving the interfaces for signallers • To carry our bulk traffic, the current Fixed • The Frequentis Fixed Terminal Sub-System which today Telecommunications Network Next Generation (FTNx) provides signallers’ GSM-R dispatcher terminals is being programme is delivering a core and aggregation network of evolved to meet the traffic management requirement to 25 nodes, strategically positioned to maximise availability have all operational fixed and mobile calls presented on a and resilience. It also gives an initial deployment of single HMI interfaced to all traffic management systems. network access nodes at the 14 Regional Operating Centres (ROC) and 17 managed stations. Further access network Supporting communications for our people sites will be deployed where access capacity cannot be • A recent trial of an alternative desktop Internet Protocol themes:Asset Telecommunications delivered by existing FTN nodes. Telephony product proved the need to carefully select technologies to work in our wider voice network as this will • Parallel programmes are delivering FTNx connectivity and continue to have unusual features for some time to come. operational voice communication systems to ROCs in a We are now re-evaluating products and business manner which is forward-compatible with the eventual approaches as part of a wider voice strategy programme. migration to traffic management. • We are working with the Supervisory Control And Data Improving the reliability of communications services Acquisition (SCADA) programme to co-deploy an FTNx • Our Voice Strategy programme includes a Call Centres access network to serve trackside electrification assets and thread which is designed to rapidly target a mix of systems Electrical Control Rooms (ECR), including an IP Telephony that currently serve the National Delivery Service, Human Resources and Information Management help desks.

voice solution for ECRs which will be capable of serving a Enablers wider user-base. Options which allow a reduction in product sets for these and other uses (e.g. ECRs and Integrated Control Centres Delivering better service management (ICCs)) are being pursued. • We are continuing to introduce catalogue products and defined service levels through the end-to-end business Reducing cost and improving availability process use of Operational Support System (OSS) within a • Much commercial and technical work has been undertaken newly created NRT Network Operating Centre (NOC), to displace third party solutions to improve value for supporting a programme to build and manage new money. This has laid the foundations for rapid service knowledge and skills in technical staff. migration and network consolidation to continue utilising steps Next the Voice Strategy and FTNx deliverables. Accommodating capacity • We are proving the use of Global Positioning Railway • Data centres are currently an expensive third party service Satellite (GPRS) data on our GSM-R system at the Hertford which can be unreliable and not directly accessible by North Integration Facility as a means of accommodating a FTNx. A work programme to scope and investigate in-house

greater density of trains operating under ERTMS. data centres is evolving. Glossary

Network Rail Limited Technical Strategy 41 Go to contents Go to contents Asset themes Telecommunications

We will embrace opportunities from new technologies and new Requirements for the future Upgradeable industry standard applications of existing technologies both to optimise existing technology Move from customised systems and to create new products and systems. Our railway technology to utilise standard We expect to source technologies from the wider approach to technology will be: telecommunication products, ensuring telecommunications industry. We will work with: • To exploit the latent capacity in the installed fibre asset base, assets can directly benefit from • Telecommunications innovators and manufacturers who which is orders of magnitude greater than its current technological developments and offer developed products and solutions from the utilisation. Wave division multiplexing techniques will be advancements in the communications communications market which can be directly deployed employed to multi-use each optical fibre. market and efficient and cost effective to the benefit of the rail industry. upgrade of assets • To exploit the opportunities for enhanced rail vehicle • Telecommunications service provider partners who offer identification and positioning as part of RCM and Traffic new services and approaches which can become a part of Management. There is also an opportunity to improve our the railway telecommunications service offering. view of how operational benefits connect together to • Proactive cyber security protocols to support and enhance underpin a stronger enabling business case. 2G 4G telecommunication systems, providing safe and secure • To lead a challenging innovation programme to ensure we functioning on the railway. have in place the new telecommunication products and • Academia and specialist technical consultancies who can services the rail community will require to deliver its own provide prediction and strategy input to allow the product and service advances. utilisation of commercial products to be a more clearly • Wherever possible, to draw on communications industry focussed activity. product innovation to reduce capital costs and the risk of obsolescence. • To consider commercialisation and partnering wherever this brings operational value and cost reduction through system and network evolution. • To rapidly migrate services off legacy systems to allow them to be decommissioned and to maximise the potential gains offered through the features of next-generation technologies. These features include simplified infrastructure and “flattened” networks.

42 Network Rail Limited Technical Strategy Go to contents Go to contents outcomes, their current and future anticipated state of Summary Table of indicative investments for Telecommunications Level of impact The investment table shows the research and development development and our degree of confidence. It also shows programmes which could be managed under the the programme benefits and likely magnitude of investment. LOW MEDIUM HIGH VERY HIGH telecommunications asset theme. It shows indicative projects, Prioritisation, detailed definition and delivery approach have their anticipated contribution to our strategic business yet to be determined. Themes Where project would impact State of development (C=Concept ready, Proposed CP5 Benefits (each ‘check’ represents a quarter of the benefit) I=Implementation ready, S=system ready) CP5 cost CP5 benefit of CP6+ benefit R&D investment of project (£1=<£1m, Confidence portfolio (large of portfolio (£1=<£1m, Investment programme Indicative projects (large=high ££=£1m-£10m, ( =high) spot=high (large spot= ££=£1m-£10m, impact) £££=>£10m) impact) high impact) £££=>£10m, Safety Performance Customer Capacity Cost efficiency Sustainability Now CP5 CP6+ ££££>£50m)

Using Fibre sensing C C, I, S I, S ££ telecommunications assets for ££ reduced cost and maximised track Research to allow automatic availability vehicle identification C, I I, S ££

FTNx Test Bed C, I I,S I,S ££ themes:Asset Telecommunications

Automation of complex station management though intelligent systems C I, S £ and personal comms Next generation PA system – technology options for targeted and personalised Enabled next C I, S £ generation information on station communication platforms rather than PA ££ services including broadcasts capacity Forecast next generation enhancement telecoms capabilities to C, I I, S ££ support virtualisation and Enablers cloud computing

Next generation of GSM-R C, I I, S ££ e.g. 4G and 5G

Whole system networked CCTV and video analytics C I,S I,S £

Securing and Addressing comms network protecting (cyber) security through steps Next C I,S I,S £ £ information and behavioural analysis and systems security forensics Using telecommunications Capture voice comms assets for C I S £ £ operational requirements optimised traffic

management Glossary

Network Rail Limited Technical Strategy 43 Go to contents Go to contents Asset themes Control and command

In the future, control and command Goals before and after 2019 Scope By 2019 we aim to have achieved the following: The scope of control and command technologies addresses technologies will enable a safer four principal outcome areas. railway with greater capacity • The introduction of in-cab signalling systems to parts of the network without the need for lineside signals Greater capacity and improved delivery of capability and reliability, lower costs and improved to operate trains energy-efficiency. Signalling and control • Further development of efficient signalling implementation methodologies The shift away from fixed lineside infrastructure and the move functionality will be migrated onto trains, towards European Train Control System (ETCS) level 2/3 – • The introduction of efficient technology-assisted design, reducing the need for lineside equipment beginning with the Great Western Main Line (GWML) in 2019, test and processing tools and techniques followed by the East Coast Main Line (ECML) in 2020 – will while also providing greater capacity and • Selective replacement of mechanical signalling with provide the ability to increase capacity and manage railway operational flexibility, both during normal modular signalling operations in a more responsive manner. operations and in the event of disruptions. • A demonstrable year-on-year decrease in the safety risk Cost and energy-efficiency associated with level crossings. The delivery of 14 ROCs replacing 800 signal boxes will deliver Beyond 2019 we will need to complete the national operating cost efficiencies of up to £250 million per annum. Improved strategy with signalling controlled from 14 Route Operational methods of project delivery for signalling will reduce Control (ROCs) along with the ongoing implementation of the implementation costs while the adoption of new technologies European Rail Traffic Management System (ERTMS) at level 2 will improve the energy-efficiency of lineside equipment. and progression towards level 3. From 2019 onwards, real-time traffic regulation of trains will begin to contribute substantially Safe and sustainable railway operations to the railway industry’s 4C’s objectives: increased capacity, Over 6,000 level crossings operate on Network Rail reduced carbon, lower costs and improved customer infrastructure. Level crossings are the single biggest safety risk satisfaction. to members of the public and passengers, accounting for 80 per cent of all public fatality risk (non-trespasser) and 42 per cent of train accident risk. The total cost of ownership of level crossings, including maintenance and lifetime support, is over £10 million annually while the operational and management costs are over £30 million. Throughout CP5, Network Rail will invest in level crossing technologies to reduce safety risk and the costs required to operate and maintain them.

44 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes R&D investment will address: • Improving the safety of staff, passengers and GPS the public at interfaces with signalling infrastructure • Real-time traffic management capability for increased capacity, energy efficiency and Obstacle detection sustainability

Safer maintenance • Robust and cost effective design, test, installation and maintenance of signalling infrastructure

Level crossing safety themes:Asset Control & command • Modern signalling systems providing in-cab ETCS trackside balise functionality and Automatic Train Protection CONTROL & COMMAND and reducing lineside infrastructure

Control systems In-cab signalling Enablers Vehicle positioning sensor

Signalling and control Route operational control functionality will be migrated onto trains,

reducing the need for steps Next lineside equipment while also providing Driver advisory system greater capacity and

operational flexibility. Glossary

Network Rail Limited Technical Strategy 45 Go to contents Go to contents Asset themes Control and command

Improved operational decision making for optimised The development of technologies for traffic Resilience and risk train operation management systems The development of diverse alternative means of control and The integration of control, routing and timetabling Reductions in the number of signal control centres will not command will focus on increasing network resilience and functionality is enabled through the Future Traffic Regulation only provide operational efficiencies but will also enable reducing risk from manual lineside working. Alternative Optimisation (FuTRO) programme. The ability to regulate the development of traffic management products leading signalling systems will allow signalled operations when primary trains in real-time, made possible by the FuTRO programme, is to improvements in the performance of control and systems are unavailable. estimated to have the potential to save the rail industry command systems. between £200 million and £400 million annually. We will embrace opportunities from new technologies and new Sustainability and energy-efficiency of signalling equipment applications of existing technologies both to optimise existing Our challenges, opportunities and approach to technology The reduction of lineside infrastructure and the development systems and to create new products and systems. Our Current technologies and applications present a number of of low-power and self-powered signalling systems will reduce approach to technology will be: challenges: power demands. • To investigate new architectures for cab signalling and Safe maintenance and inspection of signalling infrastructure Sustaining existing assets control consistent with our efficiency initiatives and which Improvements are required in the safety of signalling There will be a continuing need to support and maintain minimise lineside equipment and cabling requirements. maintenance activities as well as in the interface between the existing systems and to develop the skills required to do so. In • To reduce whole-life costs by investigating commercial railway and the public at level crossings. parallel, migration to newer technologies will change skills technology for our signalling programmes and the use of profiles. Integrated diagnostic and maintenance tools will products such as lightweight structures to reduce installation Cost-effective design and deployment of signalling change the way maintenance is carried out in future. costs. infrastructure The costs associated with signalling design, test, • To integrate signalling, control and communications systems implementation and maintenance need to be reduced. in order to enhance their capability and functionality and improve the delivery of train services. The development and implementation of ETCS, DAS • To invest in technology that demonstrates a net reduction and ATO in risks posed by level crossings. Driver Advisory Systems (DAS) are currently being implemented to improve train punctuality and fuel consumption. More sophisticated DAS systems using real-time status information will further improve the ability to regulate trains. ATO for use with ETCS needs development work to enable the efficient control of mainline trains and the delivery of potential benefits. The realisation of ETCS Level 3 requires the development of systems to ensure passenger and freight trains are able to operate safely without track-based train detection.

46 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes What we’re doing now

We’re improving the safety of staff, passengers and the public We are also participating in projects to improve capacity with We’re making signalling infrastructure more robust and at interfaces with control, command and communications European partners. cost-efficient by: infrastructure through: • “On-Time” is developing new methods and processes to • Implementing Modular Signalling and ongoing renewal • Deployment of Manually Controlled Barrier – Obstacle increase capacity and reduce overall delays to increase programmes which seek to replace signal boxes with Detection (MCB-OD) level crossing systems across the customer satisfaction. The scope includes algorithms for modern signalling technology and further increase the use network following trials. improved timetabling, optimised and automated handling of axle counters for train detection. • Deployment of Light Emitting Diode (LED) technology of small disturbances and processes for handling large • Progressing initiatives in areas such as automated design

at signals and level crossings. This has the potential to disruptions. and testing, simplified functionality, lightweight structures themes:Asset Control & command considerably improve the visibility of hazards for all users • CAPACITY4RAIL is progressing the design and development and modular cabling. of the railway. of modern, fully integrated railway systems for freight and We’re increasing the capability of train protection systems We’re working with industry partners to increase capacity, passengers. It aims to increase the capacity, availability and while reducing costs. Projects include: energy efficiency and sustainability by taking steps towards performance of the railway system through step changes to: • The development of ETCS for application on GWML in real-time traffic management through: overlay form and for ECML in level 2 without signals form. • Asset design • Development of the FuTRO programme which seeks to • Steps towards the development of ATO and ETCS level 3. optimise train traffic regulation. • Construction and maintenance (including advanced monitoring) • The ongoing Traffic Management programme which is improving the scope and capability of railway control. • Operations management Enablers • The development of advanced DAS and ATO systems to • Recovery from perturbation through real-time data improve punctuality, regulation and energy efficiency. management • Further development of the COMPASS vehicle positioning • Freight operations, with a particular focus on solution as an enabling technology for alternative signalling transhipment and improved specifications for systems, following on from the successful initial track rolling stock. infrastructure and on train equipment evaluation trials. Next steps Next Glossary

Network Rail Limited Technical Strategy 47 Go to contents Go to contents Asset themes Control and command

Requirements for the future Better performance to increase capacity Improve the performance of the train and infrastructure whole The requirement is for railway specific technologies that will We will explore commercially available technologies for system to increase capacity, including enable: delivering efficient and robust signalling that: faster and more predictable braking • The reduction of safety risks associated with level crossings • Supports risk based maintenance methods with reduced and acceleration and systems to and other interfaces between the railway and the public. intrusive maintenance and inspection through remote connect the movement of one train to • Improvements in the efficiency of the design, inspection, condition monitoring; another maintenance and renewal of signalling systems. • Lowers the cost of level crossing systems and enables • Increased network capacity, optimisation, flexibility and development of alternative level crossing protection reliability including the development of models to optimise systems without compromising safety; the regulation of train services. • Enables the use of commercial and industrial systems • Reduced operating costs through the implementation of and components for use in level crossings and signalling more efficient traffic management. equipment; and • Better network performance and more accurate journey • Provides accurate train position and location information times. as part of a wider set of tools to support better traffic management. At present Our ambition • Less disruption from perturbation and optimised driving techniques to reduce wear and tear and increase energy Reducing the amount of lineside signalling equipment is key savings. to realising the Control and Command vision. This is Sensing train position Provision of facilitated through other asset themes by: more accurate train position and • Increased availability of systems for train control in the location information supporting better event of loss of a primary system. • Equipping the next generation of rolling stock for the move towards ERTMS level 2/3 capability for standardised traffic management and utilising more Our vision for the rail industry in 2040 will require significant signalling, train control and train protection (see Rolling capacity from the network increases in efficiency and reductions in operational and stock); whole life costs. These will be identified through: • Consolidating the number and locations of signalling • The FuTRO programme which will develop principles, control boxes into 14 ROCs. The ROCs will introduce traffic concepts, requirements and architectures for the next management and provide modern SCADA systems for generation of railway and integrated transport traffic robust control of electrical control systems (see management systems. Telecommunications and Energy); and • The development of intelligent traffic management • Ensuring that the move towards signalling and control algorithms which optimise network capacity, reduce delay technologies such as ETCS and traffic management will times from disruption and enable real-time tracking of have the required bandwidth from our Fixed railway operations. Telecommunications Network (see Telecommunications). • Further developments in train control systems beyond ETCS.

48 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes 01 01 Level crossing control 02 Smarter controls Asset themes:Asset Control & command Enablers

02 Next steps Next Glossary

Network Rail Limited Technical Strategy 49 Go to contents Go to contents Asset themes Table of indicative investments for Control and Command their current and future anticipated state of development and Control and command The investment table shows the research and development our degree of confidence. It also shows the programme programmes which could be managed under the control and benefits and likely magnitude of investment. Prioritisation, command asset theme. It shows indicative projects, their detailed definition and delivery approach have yet to be anticipated contribution to our strategic business outcomes, determined.

Obstacle detection at level C, I crossings S £

Level crossing interface C I, S £££ with other transport modes Improving the safety of staff, Programmable Logic passengers and the controller signalling and C I,S £ £££ public at interfaces level crossings with signalling infrastructure Software applications for handheld devices at user C I, S £ work crossings

Track worker safety/warning system C, I, S £

Future Traffic Regulation Optimisation (FuTRO) C,I S ££ development work

2030 vision – supplementary cost beyond C I, S £ the scope of FuTRO

Algorithms for intelligent Real-time traffic C I, S ££ management traffic management capability for £££ increased capacity, energy efficiency Junction algorithms C I, S £ and sustainability development

Capacity modelling C I,S £

Vehicle positioning in order to increase the robustness of train location solutions C,I I,S £££ (including COMPASS)

50 Network Rail Limited Technical Strategy Go to contents Go to contents Level of impact Summary

LOW MEDIUM HIGH VERY HIGH Themes Where project would impact State of development (C=Concept ready, Proposed CP5 Benefits (each ‘check’ represents a quarter of the benefit) I=Implementation ready, S=system ready) CP5 cost CP5 benefit of CP6+ benefit R&D investment of project (£1=<£1m, Confidence portfolio (large of portfolio (£1=<£1m, Investment programme Indicative projects (large=high ££=£1m-£10m, ( =high) spot=high (large spot= ££=£1m-£10m, impact) £££=>£10m) impact) high impact) £££=>£10m, Safety Performance Customer Capacity Cost efficiency Sustainability Now CP5 CP6+ ££££>£50m)

Reduced cost of modular C,I,S signalling C,I,S ££

Factory/off-site testing and verification of signalling C,I,S ££ systems

Simplifying signalling

C I, S £ themes:Asset Control & command Robust and cost principles effective design, test, installation Remote condition ££ and maintenance monitoring for minimal of signalling routine intrusive C, I I, S £ infrastructure maintenance and hence possession times

RCM, Health and Usage Monitoring Systems (see C I, S I,S £££ Infrastructure)

Iterative steps to achieve intelligent traffic which C, I provide driving profile S ££ information Enablers

Automatic train operation C I, S £££

Modern signalling systems Freight train protection C I, S £ providing in-cab functionality and £££ Automatic Train Protection and ETCS Level 2/Level 3 reducing lineside C I, S ££ deployment steps Next infrastructure

European signalling systems C C, I I, S £ Glossary

Network Rail Limited Technical Strategy 51 Go to contents Go to contents Asset themes Energy

Energy-related technologies Scope High output factory train The scope of energy technologies addresses four principal will enable a railway that is safe, outcome areas. reliable, cost-efficient and energy Safe maintenance of electrical infrastructure efficient. In the railway of the future, power Today, 39 per cent of the network is currently electrified and will be available and scalable as required, services travelling on electrified routes pose a substantial risk offering greater operational flexibility and to workers during inspection, maintenance and renewals and supporting low disruption maintenance. when dealing with incidents. Trains will increasingly be powered by Reliable delivery of energy electricity. Trains and buildings including At present, energy supply to electrified rolling stock is critically reliant on a proprietary conductor-collector system between depots and stations will benefit from train and infrastructure. greater use of energy harvesting, recycling Cost-efficient acquisition and use of electricity and storage. Electricity is the primary energy powering Britain’s railway due to the 39 per cent electrified network carrying the majority of train services. Network Rail is one of the largest buyers of Goals before and after 2019 electricity in the UK, accounting for about 1 per cent of UK Objectives for 2019 include: consumption. By the end of CP5, we expect to spend over £500 million annually on electricity. • Reducing risks to the lives of railway workers, and contribution to reduction in total delays Sustainable, efficient use of energy Most of the total carbon emissions produced by the GB rail • The cost-efficient electrification of over 3,000km of track, industry1 (63 per cent) arises from powering trains and is the contributing to reduced CO emissions from rail and 2 primary opportunity for efficiency. Other uses of energy such as increasing track capacity. stations, depots and lineside operations (signalling and heating Beyond 2019 we aim to see further reductions in CO2 equipment, for example) produce 15 per cent of carbon emissions and new approaches to enable the increased use of emissions while 22 per cent of carbon emissions arise from electrically powered train services. materials and products used to enhance, renew, maintain and operate the railway.

1 Whole life carbon footprint of the GB rail industry, September 2010 52 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes R&D investment will address: • Safer inspection, repair and maintenance capability for electric traction infrastructure

Reliable delivery of energy • Design and test capability to improve Energy harvesting reliability and reduce cost of electric traction infrastructure • Capability to increase proportion of electric traction energy use ENERGY • Efficient and resilient energy distribution

• Managing energy demand themes:Asset Energy

Automated safety inspection Active pantographs

IPEMU

Overhead line electrification Safer maintenance Enablers

Energy recycling In the railway of the future, power will be available and scalable as required to

a larger capacity network steps Next

Containerised air insulated switchgear that offers greater operational flexibility and supports low-disruption

maintenance. Glossary

Network Rail Limited Technical Strategy 53 Go to contents Go to contents Asset themes Energy

Our challenges, opportunities and approach to technology We will embrace opportunities from new technologies and new Increasing solar energy, energy Current technologies and applications present a number applications of existing technologies both to optimise existing recycling and storage Apply of challenges. systems and to create new products and systems. Our sustainable energy efficient products to approach to technology will be: • The current DC third rail infrastructure is constrained by the railway premises and lineside assets, low system voltage and high power demands of longer, more • To develop technologies that support systems of work to enabling a reduction in carbon frequent and heavier trains. It requires costly and closely reduce contact time between workers and electrical assets emissions and maximised efficiency in spaced substations and is subject to substantial energy and reduce the safety risks from those assets. energy usage losses. It limits the performance of existing rolling stock by • To develop technologies that improve, optimise and monitor up to 50 per cent of the equivalent AC powered rolling stock the contact between collector and conductor. Working with and restricts electric freight operation. The physical location our industry partners we will reduce and ultimately manage of the rail presents an obstacle to efficient track out DC supply to improve efficiencies and reduce journey maintenance and an electrical safety hazard. times. • The high voltage overhead conductor system for 25kV • To apply smart grid technologies, such as IEC 61850, which electrification is efficient but is vulnerable to failure, will allow simplified substation configuration, reducing whole At present Our ambition particularly at neutral sections. The existing system is life costs. difficult to inspect and constrains high speed operation of rolling stock with multiple pantographs. • To develop techniques to reduce the cost and disruption from electrification renewals and enhancements. • Electrically powered rolling stock requires continuous supply, creating inflexibility and a lack of resilience. It is expensive • To apply energy storage and harvesting technologies to to install and maintain, so is not cost-effective for less infrastructure and rolling stock, working with our industry busy routes. partners. • To apply energy efficiency products to railway premises and lineside for sustainable energy efficiency. • To develop optimised traffic management technologies (see Control and command).

54 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes More electric trains Exploit lower cost, What we’re doing now more energy efficient electrification, contributing to a reduction in carbon Electric traction infrastructure emissions and increased flexibility Managing energy demand • New overhead electrification will be installed using our high • Embedded power generation techniques such as across the network output factory train reducing construction times, disruption regenerative braking are readily available and increasingly and cost. We expect the train to be able to install overhead utilised. We are already using solar generation techniques line equipment at a significantly higher rate than previously on the roofs of substations and stations in order to reduce achievable, while allowing adjacent tracks to remain open. demands on the energy network as well as to reduce • Cameras are to be installed in the pantograph roof well to carbon emissions.

provide information on performance, this being the first • Our new SCADA system will allow energy transducers to themes:Asset Energy step towards remote inspection. be fitted to the network to allow greater understanding • The design of overhead electrification will be improved. of capacity and efficiency optimisation leading to reduced For example, by introducing spring tensioning equipment distribution losses. At present Our ambition to individual overhead conductors to improve the resilience Network Rail has considered its strategy for future of conductor lines. electrification of the network, including the potential implementation of developing technology, as part of the LTPP Traction energy in the Network RUS: Electrification (2009) and the Network Increasing energy storage and • Batteries are being manufactured and tested for use in RUS: Alternative Solutions (2013). An updated ‘Electrification harvesting Apply energy storage and a passenger train to operate on track sections without Refresh’ RUS is also being developed. harvesting techniques to infrastructure electrification infrastructure. and rolling stock, reducing demands on the energy network and reducing Energy distribution and management Enablers carbon emissions • Working with industry, we’re developing a project to create a decision support tool to help optimise the way that electrical sectioning is provided to enhance operational flexibility. We expect that the project outcomes will also improve electrical safety and the speed of isolating sections for repair and maintenance. • We’re developing efficient and sustainable energy distribution solutions. For example, we’re phasing out the steps Next use of environmentally damaging SF6 gas in electrical At present Our ambition switchgear and developing flexible, affordable Air Insulated Switchgear and other solutions. Glossary

Network Rail Limited Technical Strategy 55 Go to contents Go to contents Asset themes Energy

Energy efficient products Requirements for the future

We need an electric traction infrastructure that achieves: We expect to source technologies and systems from other • Enhanced protected working environments. sectors to establish efficient and resilient energy distribution and management using capabilities largely drawn from the • Increased efficiency of, and reduced losses from, DC electrical supply industry. These will achieve: third rail. • Increased operational flexibility, particularly for longer, • Reduced train delays from faults in AC overhead line – for high-speed multiple pantograph trains capable of speeds example, through the development of new principles and up to 140 mph, resulting in more capacity. designs for electrical sectioning and the construction of neutral sections, enabled through increased knowledge. • Rapid restoration of energy availability following a fault. • Removal of high-level intrusive inspection, with automated • Optimised renewals through a better understanding of the assessment of line condition for fault identification on AC deterioration of equipment, particularly insulation for overhead line to improve safety and to reduce costs and switchgear and cables. human error, enabled through developments to enable • A better understanding of system losses, energy pattern recognition. consumption and the profile of energy use through the • Improved performance of AC overhead line, in particular provision of real-time information on the energy efficiency by developing, testing and trialling new pantograph of infrastructure as well as aligning standards with the technologies to manage and optimise the contact force electrical supply industry practices. between the pantograph and conductor. A critical aspect of achieving our vision for energy is to • Reductions in the whole-life cost of equipment and access manage energy demand. Addressed under other themes in requirements from new electrification schemes and this document, energy demand is managed through: renewals. • Applying and developing energy efficient products and We also need traction energy use that achieves: strategies, including the use of buildings to harvest renewal energy. • A more economic energy supply on lightly used or non- electrified routes. • Regulating the speed and progress of trains in order to optimise traffic movements and reduce peak energy • Lower cost, energy efficient electrification covering an demand. (see Control and command). increasingly large proportion of network traffic. • Forecasting and matching train capacity to passenger demand (see Whole system approach). • More efficient rolling stock design and refurbishment (see Rolling stock).

56 Network Rail Limited Technical Strategy Go to contents Go to contents Summary

and future anticipated state of development and our degree Themes Table of indicative investments for Energy Level of impact The investment table shows the research and development of confidence. It also shows the programme benefits and likely programmes which could be managed under the energy magnitude of investment. Prioritisation, detailed definition LOW MEDIUM HIGH VERY HIGH asset theme. It shows indicative projects, their anticipated and delivery approach have yet to be determined. contribution to our strategic business outcomes, their current

Instrumentation to monitor the overhead line and C I, S RFID tags on overhead line C, I, S ££ components

Safer inspection, Robotic maintenance repair and including Road Rail Vehicle C, I I, S ££ maintenance and live line maintenance £££ capability for electric traction Push button isolation and infrastructure easy test for live overhead C, I, S £ line and conductor rail

RCM, Health and Usage Monitoring Systems (see C, I I, S C, I, S £££ Enablers Infrastructure) Next steps Next Glossary

Network Rail Limited Technical Strategy 57 Go to contents Go to contents Asset themes Energy

Pantograph test rig for OLE, to bring testing facilities C I, S ££ together

Active pantograph and high voltage coupling of train units to enable C I, S S ££ operation with a single pantograph

Carrier wire neutral section C, I, S I, S ££ design

Improved weather Design and test resilience of the DC third C, I I, S ££ capability to rail system improve reliability £££ and reduce cost Mitigate disruption for of electric traction transitioning the conversion infrastructure of infrastructure from DC C, I I, S ££ third rail to AC overhead line, including the impact on rolling stock Low whole life cost overhead line which could include structures designed from materials C, I I, S ££ such as plastics to achieve aesthetically improved low maintenance designs

Simplified overhead line at switches and crossings C C, I I, S ££

58 Network Rail Limited Technical Strategy Go to contents Go to contents Level of impact Summary

Hybrid diesel and electric trains where independent energy solution is C, I, S C, I, S ££ Capability to insufficient for the required increase proportion range and performance £££ of electric traction Independent power through energy use on-train energy storage, recycling and optimised C, I I, S S £ use of energy and charging

facilities themes:Asset Energy Air insulated switch gear technology transfer from I, S ££ the electricity supply industry

Applications of smart grid solutions from the I, S S ££ Efficient and electricity supply industry resilient energy £££ distribution Energy harvesting devices I I, S £

Better energy self- C C, I I, S ££ sufficiency Enablers

Non-traction energy efficiency; achieved through the application of innovative building I I,S ££ management practice, for example applying energy management systems at stations Managing energy

Energy demand modelling ££ steps Next demand to understand and optimise C, I I,S ££ supply and distribution

Future Traffic Regulation Optimisation to optimise the control of trains and C C, I C, I, S £££ to match train service provision to demand (see Glossary Control and command)

Network Rail Limited Technical Strategy 59 Go to contents Go to contents Asset themes Infrastructure

Infrastructure focuses on the track Goals before and after 2019 Sustainability itself, and civil engineering assets By 2019, success will be measured in terms of a greater Whole life cycle management will enable us to consider new consideration of whole life cost, a reduction in manual construction techniques and materials along with the recycling that physically support and inspection through technology innovation and a greater and reuse of assets. contain the track, enabling it to carry knowledge of asset behaviour and failure criteria leading to Cost efficiencies rolling stock through the landscape and more informed intervention. The combination of track and civil engineering infrastructure, townscape. Infrastructure should carry Beyond 2019 we aim to adopt new approaches to asset signalling and electrification asset maintenance cost trains safely and reliably, it should be management in order to better understand and inform £0.9 billion in 2012/13. Greater understanding of whole life asset behaviour and stewardship, making use of innovative cost and increased asset knowledge will allow focused safely and efficiently maintained with a technology roll-out at a faster rate. minimal amount of access for inspection, management, construction, materials and maintenance processes. Performance and Reliability maintenance and efficient systems for The combination of track and civil engineering infrastructure, renewals. The interfaces between the signalling and electrification asset failures accounts for three infrastructure and rolling stock should be Scope quarters of total annual delays in 2012/13. We aim to achieve The scope of infrastructure technologies addresses four optimised adopting a whole life cost greater reliability through a better understanding of asset principal outcome areas. behaviour, increased use of remote monitoring (moving to approach. Technologies will be utilised to ‘predict and prevent’ rather than working reactively) and fewer Safety asset failures. enable the infrastructure to monitor and We aim to see a reduction in the manual inspection of adjust itself, with an increasing focus on infrastructure through the adoption of train-borne applications interpreting data derived from low cost, and greater use of intelligent infrastructure while increasing low maintenance sources. Better resilience the mechanisation of maintenance tasks and improving safety for the general public at key interfaces such as stations and and a reduced need for maintenance will level crossings. be achieved through new materials, further consideration of whole life cost and improved, efficient design. Infrastructure- related technologies will lead to greater safety, further cost efficiencies and better reliability. The result will be a sustainable asset contributing to an overall reduction in carbon emissions.

60 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes R&D investment will address: • Increased track resilience and cost efficiency through improved design and materials Plain Line Pattern Recognition Risk reduction • Reduced cost and maximised track availability by non-disruptive inspection and targeted timely maintenance interventions • Reduced cost and improved safety of Airborne inspection Public safety at stations earthworks by non-disruptive inspection and targeted timely maintenance interventions • Reduced cost and improved safety of Asset themes:Asset Infrastructure structures and buildings by non-disruptive inspection and targeted timely maintenance interventions Increased reliability

Remote condition monitoring

Mechatronic technologies Enablers

Health Usage Monitoring System

New trackbed construction Technologies will be utilised to enable the infrastructure to monitor and adjust itself,

with an increasing focus on steps Next INFRASTRUCTURE interpreting data derived

Alternative construction materials from low cost, low maintenance sources. Glossary

Network Rail Limited Technical Strategy 61 Go to contents Go to contents Asset themes Infrastructure

Our challenges, opportunities and approach to technology We will embrace new technology and the application of Automating inspection of assets Challenges we face under our current technologies and existing technologies to optimise existing systems, while Remotely monitor the health, applications include: creating new products and systems. Our approach will be: condition and usage of assets from • Reducing the workforce’s exposure to risk during • To innovate and develop technology to understand and trackside and on trains, reducing the construction, inspection and maintenance; ensuring greater monitor real-time performance of structures and earthworks need for trackside inspection and safety for third parties and passengers, reinforced by asset. reducing the risk to the workforce lifesaving rules that ensure everyone arrives home safe • To develop further train-borne inspection and monitoring every day. methods and technology for inspecting underwater assets. • Realising the benefits of adopting new design and • To gain greater understanding of environmental factors on construction techniques; exploiting opportunities for the the asset along with an improved approach to product standardisation and simplification of components. acceptance and providing enhanced assurance. At present • Challenging current design parameters to increase asset life • To continue to develop technology for non-intrusive and through the use of innovation; delivering reliable non-destructive inspection and management of the asset. infrastructure, equipment and products, designed to deliver appropriate levels of reliability. • To encourage the use of new or alternative materials during construction and maintenance within the principles of • Increasing the use of automated monitoring solutions; whole-life cost. Our ambition enabling trains to monitor the infrastructure and for the infrastructure to monitor trains, along with automated tasks, other diagnostic equipment and use of modelling techniques, will improve asset reliability and support risk-based maintenance regimes, extending the economic life of our assets and maximising availability of the network. Increase efficiency and reduce risk • Mechanising and automating tasks to increase efficiency and reduce workforce risk. • Introducing new design and construction techniques to benefit whole-life costs, so prolonging asset service life while reducing the carbon footprint.

62 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes Reducing the duration and impact What we’re doing now of maintenance More planned, less reactive maintenance achieved by Through risk-based maintenance (a form of Reliability We participate in a number of European (e.g. SUSTRAIL) better understanding asset condition Centred Maintenance), we’re challenging existing asset and UK (e.g. Track 21) based projects. Track 21 for example, with new and renewed assets designed inspection and intervention timescales. Trials are already improves understanding of the complex mechanisms of for less maintenance planned with partial or complete adoption possible railway track behaviour governing stiffness, robustness, within CP5. longevity, noise and vibration performance to allow us to optimise the track system. These projects are undertaken For plain line track inspection, we’re currently trialling a in partnership with government, academic and industrial train-borne alternative, ‘Plain Line Pattern Recognition’ organisations to bring about improvements in capacity, (PLPR). PLPR has the potential to provide not only consistent infrastructure performance and sustainability by themes:Asset Infrastructure and repeatable asset information but also major safety developing new design, construction, monitoring benefits, for example, removing workforce from on-track and maintenance techniques. exposure. If the trials prove successful, this approach will be embedded across more of the network. Its application to automated level crossing surveys will also be considered.

At present Our ambition Work is nearing completion on reducing the carbon footprint of railway sleepers. An 11 per cent reduction has been achieved through testing and this is likely to be adopted on the infrastructure before the end of CP4.

Mobile handheld devices We are involved in early stage deployment of remote Enablers monitoring systems with the earthworks asset to inform asset performance, reduce risk and increase asset management efficiency.

We are reducing maintenance volumes across the network by implementing managed track position systems involving the use of design, maintenance and inspection techniques to

ensure that track assets remain in their designated position steps Next and gauge. Glossary

Network Rail Limited Technical Strategy 63 Go to contents Go to contents Asset themes Infrastructure

Requirements for the future Seven HD cameras take up to 70,000 pictures a second, along with 3D and thermal images We will work with industry partners to investigate the Maximise track availability: opportunities to optimise interfaces through a differentiated • A reduction in ad hoc maintenance to increase network railway (see Whole Systems Approach) that could enhance availability capacity for individual routes and may offer more consistent • More efficient, accurate monitoring of the asset to detect and simplified performance and platform to train interfaces. faults and inform decision making, building on our We need track and civil engineering infrastructure which Intelligent Infrastructure programme (see collaboration achieves: case study) • Workforce safety improvements • Greater available capacity with the existing assets, • Real-time monitoring of assets to provide early warning of increasing asset service life at minimal costs potential safety impact on train operations • The ability to test and evaluate new and innovative Computer algorithms recognise areas structural instrumentation techniques against known • Non-disruptive inspection and maintenance interventions of current and future concern to reduce costs and improve the safety of infrastructure conditions and parameters assets A critical aspect of achieving our vision for infrastructure is • Optimised infrastructure-train interface. to manage capacity at stations and demand for energy. These are addressed under other themes and include: Increase track resilience: • The development of manufacturing techniques, rail • The accommodation of more passengers without products and alternative materials that provide greater increasing station size. Solutions need to be identified to reliability and cost efficiency from reduced wear and tear, extend capacity without the need for larger spaces (see contributing to a 10 per cent reduction in carbon usage Rolling stock). • A reduction in whole-life costs associated with design, • Understanding the changes to station design needed to installation, operation and maintenance cope with intensive train service patterns (see Rolling stock). • A greater understanding of whole system carbon impact • A greater understanding of whole-system energy and carbon impacts (see Energy). • Innovative track designs for better geometry, reduced tamping and improved longevity • Continuing development of decision support tools which analyse infrastructure data and improve the whole-system • Infrastructure which considers the use of Mechatronic infrastructure reliability (see Whole System Approach). technologies which may unlock new design concepts in switch and crossings design. • Lower maintenance costs from earthworks failures with longer asset life and a reduction in the impact of climate change on the network.

64 Network Rail Limited Technical Strategy Go to contents Go to contents Summary

and future anticipated state of development and our degree Themes Table of indicative investments for Infrastructure Level of impact The investment table shows the research and development of confidence. It also shows the programme benefits and likely programmes which could be managed under the infrastructure magnitude of investment. Prioritisation, detailed definition and LOW MEDIUM HIGH VERY HIGH asset theme. It shows indicative projects, their anticipated delivery approach have yet to be determined. contribution to our strategic business outcomes, their current

New track and sleeper design – continuous C S support, sleeper & pads and I ££ derailment protection

Combined ballast & slab C I S ££ Increased track design resilience and cost efficiency through £££ improved design Rail steel materials, wear, and materials RCF, self healing, longer life, C I,S S £ non-homogenous

Mechatronics rules (including for example trains curving at the right C I £ Enablers speed) and S&C re-design for mechatronics Next steps Next Glossary

Network Rail Limited Technical Strategy 65 Go to contents Go to contents Asset themes Infrastructure

Eddy current monitoring C I,S S £

Mechatronic railway with C I, S S ££ Reduced cost self adjustment and maximised track availability by non-disruptive RCM, Health and Usage C I, S I,S £££ ££££ inspection and Monitoring Systems targeted timely maintenance interventions Auto-self adjusting Infrastructure from RCM C C, I I, S ££ data

Autonomous intelligent systems – Robotics (see C C, I I, S ££ whole systems approach)

Earthworks monitoring S smart pebbles C, I I, S £

Optical fibres as general movement / performance C, I, S I, S S £ Reduced cost and sensor improved safety of earthworks by non-disruptive Detection technology for C, I, S I, S S £ ££ inspection and earthworks stability targeted timely maintenance RCM, Health and Usage interventions Monitoring Systems (see C I, S I,S £££ above)

Embankment re‑engineering, water profiling and soil C C, I S £ stabilisation

66 Network Rail Limited Technical Strategy Go to contents Go to contents Level of impact Summary

Bridge corrosion detection – specifically developing C, I, S S £ and calibrating guided ultrasonic's technology

Better corrosion protection C, I S S £ systems Reduced cost and improved safety RCM, Health and Usage of structures Monitoring Systems (see C I, S I,S £££ themes:Asset Infrastructure and buildings by above) non-disruptive ££ inspection and Development of additional targeted timely C C,I I,S ££ maintenance examination 'toolkit' interventions

Masonry arch behaviour C,I I,S S £ development

New build review of RCM during design and C,I I I,S £ construction Enablers Next steps Next Glossary

Network Rail Limited Technical Strategy 67 Go to contents Go to contents Asset themes Rolling stock

Rolling stock lies at the heart of Rolling stock should be safe, reliable, efficient, an optimised Scope lighter weight with low levels of predictable wear to the The scope of rolling stock technologies addresses the following the railway system – the container infrastructure and routinely monitoring the railway assets. principal areas: for carrying the goods and It should be designed using modular concepts to facilitate passengers that services the economy and flexible use, providing users with an experience that exceeds Maintaining safety expectation. Interfaces between the rolling stock and other The rail industry has a shared commitment to improve safety. provides the railway’s income. Whilst we railway assets should be optimised, adopting a whole life cost As a minimum, the safety and security of rolling stock and its don’t own or operate the passenger and approach and maximising train capacity and the capacity users will be maintained without increasing weight or energy commercial freight rolling stock, the way of the network. Vehicle designs should be capable of cost- consumption. effective upgrades to maximise utilisation of the routes on that rolling stock is specified, deployed, Reducing costs and carbon which they operate, effectively managing obsolescence from The cost of maintaining the UK rolling stock fleet is around operated, improved and maintained the outset. This vision is articulated as part of the LTPP, £0.4 billion per annum – 3 per cent of the cost of operating the developed by cross-industry stakeholders, in the Network RUS: fundamentally affects the outcomes we railways. The energy bill for electric traction energy alone Passenger Rolling Stock published in 2011. can achieve for our customers. We will represents two thirds of the anticipated £500 million per work with industry partners to support a annum spend on electricity by 2019. The typical weight for vision for rolling stock that is fully a passenger vehicle, depending on factors including whether Goals before and after 2019 it is powered, breaks down as: bodyshell 20-30 per cent, integrated with our vision for other railway In the period to 2019, we expect to support industry running gear 20-30 per cent, equipment 10-20 per cent, system assets and their function. partners to lay down foundations for future rolling stock furnishings 12-30 per cent and traction 0-25 per cent. designs. We expect to determine, for example, the value of improved traction and braking performance and faster Increasing capacity boarding and alighting time on metro type operations to Capacity can be increased by enhancing the load carrying increase capacity. And to progress condition monitoring capability of the rolling stock. A further key opportunity to between rolling stock and Network Rail assets and feedback increase capacity can be achieved by industry working together on the infrastructure while establishing the rolling stock to manage the flow of passengers on and off trains to reduce versus infrastructure costs relating to the whole life costs of station dwell times. For example, a ten-second reduction in operating trains. dwell time at six stations on an inner core, Thameslink type, 24 trains per hour operation over two hour morning and evening Beyond 2019, the future rolling stock designs will start to be weekday peak periods operated with eight-car trains carrying embedded into subsequent generations of rolling stock in a 500 passengers could realise a passenger benefit approaching gradual and progressive manner. Pre-production prototypes £10 million per annum1. and testing and trials will be used to develop new technologies to a mature state for use on production vehicles to minimise risks to the operator.

1 Monet ary values for passenger time are based on cost per hour per rail passenger from DfT TAG Unit 3.5.6. 68 Network Rail Limited Technical Strategy Go to contents Go to contents Summary

R&D investment will address: Themes • Reducing infrastructure wear and energy costs arising from rolling stock whilst retaining rolling stock crashworthiness and Standardised equipment reducing rolling stock operating costs • Modular train sub-systems for cost effective procurement and upgrade Health and Usage Monitoring System • Optimising station dwell time to maximise ROLLING STOCK passenger boarding and alighting and minimise door opening / closing cycle time Asset themes:Asset Rolling stock • Improving the capacity and performance of rolling stock to increase network capacity, Reduced dwell times reliability and performance

Enhanced space utilisation Enablers

Safe, comfortable, reliable Sustainability Optimised wheel rail interface We will work with industry partners to support a vision for rolling stock that is fully

integrated with our vision steps Next for other railway system assets and their function. Mechatronic bogie Glossary

Network Rail Limited Technical Strategy 69 Go to contents Go to contents Asset themes Rolling stock

Reliability and recovery from perturbation • Improving traction and braking capability without increasing Standardising rolling stock Reducing operational perturbation recovery time has a weight by: Investigating brakes that are independent of Modular rolling stock sub-systems substantial cost benefit. Rolling stock reliability data from the friction; providing consistent wheel-rail adhesion for high to reduce the ease and cost of ATOC ReFocus (Reliability Focus) group suggest that, annually, performance friction brakes and traction; and developing the procurement, maintenance and rolling stock failures account for a quarter of total annual traction and braking equipment needed to achieve the upgrade delays. enhanced performance capability.

Our challenges, opportunities and approach to technology • Providing obsolescence resilience and optimised interfaces We will work with and support our industry partners, across the within normal procurement timescales by obtaining interface scope identified above, recognising the following challenges protocol specifications against manufacturer Intellectual and opportunities. Property Right (IPR) demands. • Maintaining passenger safety, security and comfort by • Demonstrating the cost-effectiveness of reduced dwell times At present Our ambition employing smart designs to provide crashworthy, and train start-up times along with effective management comfortable rolling stock without increasing weight, cost of in-service failures and the provision of rolling stock, and energy use. operational procedures and interfaces to achieve these objectives. • Systematically reducing energy consumption, reducing tare vehicle weight and optimising interfaces. The technology approach to be adopted will include: • New materials and methods. These will be investigated where benefits may be gained from their use in an appropriate time frame for the readiness of the technology. • Optimised interfaces. Whole life costing techniques will be used to optimise the entire system with other industry partners in a collaborative manner. • Standardised modular equipment and associated protocol specifications. These will reduce costs while providing obsolescence resilience.

70 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes Reducing dwell times What we’re doing now Optimise the design of passenger flow, platforms and rolling stock to work together to provide more train paths Work currently known to be under way includes: Gotcha and WILDE are used for wheel impact detection and increase capacity whilst hot axle box detectors (HABD) and Railbam acoustic Maintaining safety bearing monitoring are used for axle bearing monitoring. • Various European-sponsored projects have been undertaken to investigate rail vehicle safety from both a Increasing capacity structural and an interiors perspective. Examples of such • Friction modifiers are already in use on the throat of Euston projects include EURailSafe and Aljoin which investigated station to provide consistent rail head conditions to provide rail vehicle crashworthiness. predictable traction and braking performance.

• Electric Current for Traction (EC4T) energy meters and themes:Asset Rolling stock Reducing costs and carbon Driver Advisory System (DAS) installations already provide • Embedded power generation techniques such as regenerative potential tools for increasing capacity by maintaining right braking are readily available and increasingly utilised. time arrival and minimising overall energy consumption. At present Our ambition • Train manufacturers are developing advanced drive First Scotrail DAS predict Class 170 fuel use will reduce by architectures both to reduce train weight and to improve 7 per cent; 6 per cent fuel savings have already been train efficiency. Examples include: achieved with driver education and reduced engine idling. • The Bombardier MITRAC permanent magnet motor • Boarding, alighting and station dwell times research is and Flexx tronic bogie. under way in association with the Thameslink project. • The Siemens Syntegra bogie. • Research has been carried out into operating trains at high speed with several pantographs raised. Preliminary research • Hitachi lithium ion battery hybrid drive technology. Enablers has also been conducted into the use of active • Ultra high-strength steels used by Ford cars and pantographs. ArcelorMittal for E71 wagon. (These have reduced • Solutions for radio-controlled operation of multiple working empty wagon weight by 33 per cent and material costs of freight locomotives have been investigated with the aim by 34 per cent.) of optimising the use of freight train paths. A case in point • MODTRAIN – European research into modular train is the EDIP (European Distributed Power control) project equipment. which provides a potential solution for radio control of

• Steerable (track friendly) bogie designs, already adopted multiple locomotive freight trains. steps Next on a number of stock with varying degrees of success. • Theoretical studies have been carried out to investigate the • RSSB has managed numerous projects on reducing vehicle aerodynamic efficiency and issues arising from intermodal mass, all-electric vehicles and sharing remote condition freight train operation. data. Reliability and recovery from perturbation

• A variety of lineside-based remote condition monitoring • RSSB projects have explored the maximisation of rolling Glossary tools have been installed across the network, monitoring stock and whole-system reliability respectively. wheels, pantographs and axle bearings. For example,

Network Rail Limited Technical Strategy 71 Go to contents Go to contents Asset themes Rolling stock

Expectations for the future

We will work with industry partners to progress the following. • The use of standardised modular equipment – for example, • Enhanced space utilisation on rolling stock for load carrying. • Investigate the opportunities to optimise interfaces through auxiliary convertors, traction drive equipment, on-train • The provision of power to facilitate the operation of high a differentiated railway (see Whole system approach) that signalling equipment, train radio, passenger train doors, performance trains. could enhance capacity for individual routes and may offer passenger information systems, bogies, wheelsets, brake equipment and current collection apparatus. Benefits accrue • Improved, consistent braking capability involving a whole more consistent and simplified timetabling, performance, system approach to vehicle braking, the potential use of signalling, traction power and platform to train interfaces. from reduced design costs, testing, approvals, compatibility assessments, maintenance training, maintenance lightweight actuators, braking that is not reliant on the Maintaining safety competence management and spares inventory. wheel-rail interface, maximising dynamic brake and • Optimised lighter weight crashworthiness to maintain enhancing performance from adhesion management passenger safety and security. • Very high efficiency thermal insulation, reducing the energy including the use of friction modifiers. required to heat passenger trains in winter and minimising • Traction and rolling stock maintenance facilities, configured the cooling load in summer. Reliability and recovery from perturbation to maintain rolling stock in a safe state. • Reduced delays and increased capacity facilitated by train • Altered passenger environment control algorithms crew fault finding hosted via mobile phone technology, Reducing costs and carbon combined with passive and forced heating and ventilation • Energy recovery to build on regenerative braking – hybrid reduced dwell times, maximised capacity of trains and systems to reduce the energy and weight penalty of air network, reduced train start-up times and improved train drives, batteries, super-capacitor, compressed gas and conditioning. flywheel storage. performance. • Improved Passenger Information Technology, using the • New high power, high efficiency traction drive architectures • Standardised and modularised equipment with adequately latest technology in displays and public address systems to documented protocol specifications and maintenance including switched reluctance and permanent magnet reduce train energy load. motors, pancake motors independently driving each rail documentation to improve safety, reliability, availability and wheel, mechatronic bogies and running gear, active • Newer, lightweight, high strength materials such as carbon maintainability of traction and rolling stock equipment with suspensions, friction modification at the wheel-rail interface fibre, bonded aluminium and ultra high-strength steel. a systematic focus on reliability-centred maintenance and and active high speed current collection. Increasing capacity remote condition monitoring. • Optimised interfaces and whole life costing to account for • Right time arrival at points of conflict, facilitated by ERTMS, • Greater reliability through adequate testing of traction and costs across interfaces. Interface areas include wheel to rail, ATO, DAS and ETCS on new rolling stock. rolling stock systems and equipment prior to service use. pantograph to overhead line (see Energy), shoe gear to • The levelling of power supply demand by staggered train third rail (see Energy), rail vehicle to structure gauge, rail starting. vehicle to power supply, rail vehicle to train control and • Reduced station dwell times and train start-up times, signalling system and train-to-train interfaces. facilitated by appropriate rolling stock and interfaces. For example level platforms and train floors, adequate standbacks within vehicles, door opening times, numbers and positions of doors, amount of seating, in-service door failure management and train stopping position.

72 Network Rail Limited Technical Strategy Go to contents Go to contents Summary

and future anticipated state of development and our degree of Themes Table of indicative investments for Rolling Stock Level of impact The investment table shows the research and development confidence. It also shows the programme benefits and likely programmes which could be managed under the rolling stock magnitude of investment. Prioritisation, detailed definition and LOW MEDIUM HIGH VERY HIGH asset theme. It shows indicative projects, their anticipated delivery approach have yet to be determined. contribution to our strategic business outcomes, their current

Developing light weight

trains which maintain C C I ££ themes:Asset Rolling stock crashworthiness

Refining and developing the wheel / rail interface including mechatronic C I S ££ bogies and running gear development Reducing infrastructure Next generation trains wear and energy incorporating: costs arising – High strength lightweight from rolling stock materials whilst retaining – Energy recovery during rolling stock braking crashworthiness – High efficiency actiontr £££ and reducing rolling drives C I S ££ stock operating – High efficiency thermal Enablers costs insulation – High efficiency heating and ventilation – High efficiency PIS &A P and associated appropriate maintenance facilities

Developing on train remote condition monitoring and C I S £££ instrumentation Next steps Next RCM, Health and Usage Monitoring Systems (see C I, S I,S £££ Infrastructure)

Developing generation +1 of trains including: – Modular and Modular train standardised train sub-systems for Glossary equipment and systems cost effective C C, I I, S ££ ££ – Systematically designed procurement and to optimise vehicle/ upgrade infrastructure interfaces and maximise railway system reliability

Network Rail Limited Technical Strategy 73 Go to contents Go to contents Asset themes Level of impact Rolling stock LOW MEDIUM HIGH VERY HIGH

Optimising and reducing dwell times, including: Optimising – auto-opening station dwell – level platforms and train time to maximise floors passenger boarding – adequate stand-backs C I, S S ££ ££ and alighting and number of doors minimise door – position of doors opening / closing – in service door failure cycle time management – train stopping position

Speeding up freight and C C I £ enhanced train utilisation

Developing high capacity crashworthy trains; and I S S £ keeping trains from hitting one another including ETCS.

Developing lightweight C I S £ brake systems for trains

Right time arrival at points of conflict. Development of: – ERTMS C I S ££ Improving the – ATO capacity and – DAS performance of rolling stock to Developing a tactical £££ increase network approach to adhesion using I S S ££ capacity, reliability existing technologies and performance Development of light rail C I S ££ whole system opportunity

Improving reliability through: – train crew fault finding information via mobile technology – reduced train start up time C C, I I,S £££ – enhanced operational plans for train system failure – train design facilitating train system fault management

74 Network Rail Limited Technical Strategy Go to contents Go to contents Enablers Enablers Summary Innovation process

Pages 75 to 88 describe our This strategy focuses on the opportunities Collaborating across the industry and through the supply Themes chain ‘enablers’ – the innovation process, to exploit technical ideas to help achieve We need to routinely collaborate across the rail industry sector the people and the collaborative our strategic business outcomes and and with other non-rail industry sectors to: approach by which we will achieve support our long-term business planning. • Transfer technologies our objectives. Innovation is broader than the • Combine efforts for mutual benefit exploitation of technical ideas and is the • Play our part, where appropriate, in strengthening the process of generating all business capability of the UK rail industry to supply international improvement ideas and transforming markets.

those ideas into commercially successful Other industry sectors have already demonstrated successful themes Asset collaborations and there is much that we can learn from them. products and systems. The ambition for One of the keys to successful collaboration is Open Innovation, our innovation process is to intelligently an idea well established in the mainstream where knowledge is research, develop and apply technology, shared and traded across and between organisations. The key taking account of the whole railway benefits of Open Innovation are: system within which it is being introduced • Reducing the cost of technology acquisition by leveraging including the people and relationships investment by others that form part of the system. • Improving the return on leveraging internal investment through exploitation with others

• Maximising the pool of technology and innovation from Enablers: Innovation process Innovation – a challenging journey which to draw We will achieve our ambitions for innovation in three main ways. • Increasing the flexibility and depth of the R&D and supply base. Managing research and development Our innovation process will manage research and development We’re drawing on Open Innovation principles to develop our (R&D) projects in response to the strategy outlined in this emerging Product Strategy where we’re already working with document. For some projects we will lead the R&D agenda. industry to identify an approach to product management interventions that achieves optimum whole life cycle To do this we will put in place new management systems and steps Next processes to enable efficient and effective investment in, and management. delivery of, R&D projects and programmes. For other projects we will become an intelligent customer for R&D led by others from partners across the industry. Many of the programmes identified in this strategy include opportunities for projects led by suppliers. We will develop a market engagement strategy Glossary to understand where to target investment in R&D.

Network Rail Limited Technical Strategy 75 Go to contents Go to contents Enablers Innovation process

Connecting with wider business and cross-industry process We have introduced a range of mechanisms to support the We have now created a technical strategy and indicative plan To successfully exploit technology, we also need to look to success of innovation projects within this framework. These are that fits with the rail industry technical strategy. We have opportunities from changes to the regulatory and compliance already starting to deliver a return on investment in the form of established a technical strategy and roadmapping team that environment, identifying and removing barriers to innovation the following: will mature the processes to maintain and review the strategy, without compromising safety. We expect our current reviews, • A seedcorn fund allocated to sub-£50,000 investments to working closely with technical leads across Network Rail. We including the simplification of standards and product support early exploration and testing to enable rapid failure are working with the industry’s technical leadership community acceptance, to deliver a significant impact. Our innovation or business case creation to review the indicative plan and to define and initiate the first process will keep under review the connections between tranche of priority projects. We have also started to create technical opportunities and the wider business and cross- • A portal on the Network Rail website for suppliers to post a product strategy to ensure that the risks and rewards industry process. their capability in response to our innovation challenges associated with technology research, development and • Online tools to post and rate ideas to solve a challenge application are appropriately managed through our Where are we now? supply chain. We are using a four stage challenge-driven framework to • An innovation broker service to identify capability from other research, develop and apply technical solutions – as illustrated sectors to solve our challenges We are connected with the industry through our role in, and below. • An internal innovation consultancy to systematically contribution to, the Technical Strategy Leadership Group characterise problems, generate solutions and plan (TSLG). TSLG co-ordinates the development of cross-industry approaches to development and delivery. technology and innovation, and falls within the governance of the Rail Delivery Group (RDG) and the Rail Safety and Think Explore Prove Do Many of these were established before devolution of the Clarify Frame Investigate Create Qualify Turn potential solutions Implement Deliver & Standards Board (RSSB). TSLG is supported by five System business opportunity & research ideas short list into winners solutions track value

Innovation business and are undergoing a process of review to realign with challenge to innovate of solutions Interface Committees and a support group, and is steered structural changes in the organisation. The return on by a Core Group. investment achieved in CP4 with projects that utilise these early innovation support mechanisms indicates a benefits-to- cost ratio of 11:1. As the scale of activity increases, and as the portfolio expands to include a broader mix of projects, we expect this ratio to fall. Industry benchmarks suggest a long-term ratio of 5:1 is realistic.

76 Network Rail Limited Technical Strategy Go to contents Go to contents Summary

Maturing our innovation capability The journey ahead Themes Having put this strategy in place, the journey ahead includes establishing processes to enable more engagement in Level 5 innovation activities and to connect existing activities within Integrated/adaptive a common framework. Key business processes are being put Integrated and strategic in place to effectively govern a strategic R&D investment approach across programme. Historic under-investment in R&D combined with transport sectors unprecedented opportunity means that we have a large pool of potential investments. Our priority is to press ahead with a Level 4 mix of R&D, most of which will deliver high impacts in the short Optimised and medium term and some of which will deliver high impacts Asset themes Asset Rail sector fully co-ordinated in the long term. and focused We recognise that we are part of an industry that is still at an CP6 determination reflects embedded technical strategy early stage in maturing its innovation capability. So alongside Level 3 urgent progress in stepping up the level of investment in, and delivery of, research and development, we need to invest to Managed Innovation embedded in alliances build our innovation capability. Limited co-ordination within supply chain and with Existing and potential methods for innovation will be key benefits Long-tern plan in place for Create Intellectual Property Strategy considered and evaluated over time. Methods will be selected innovation skills to meet our overall business needs and be introduced and Established managed sharing of ideas Level 2 Benchmark innovation approaches aligned to serve our devolved business structure. We will

and analyse skills gaps Enablers: Innovation process Competent continue our engagement with cross-industry innovation Embedded systematic technology horizon Competent but unco-ordinated Apply MSP4NR (see people) scanning and benchmarking groups to identify best practices and to introduce approaches to a time frame that fits the rate at which we and other First review of technical strategy industry parties mature capability. Examples of current good Establish technology roadmaps practices used outside the rail industry include the use of Level 1 Establish strategic R&D investment incubators to develop and refine ideas and internal consultants prioritisation and governance Initial to help us crystallise challenges and identify technologies that Inconsistent Initiate strategic R&D capability for may lead to solutions. developed business structure steps Next

CP4 (2009 – 2014) CP4 (2014 – 2019) CP4 (2019 – 2024) Glossary

Network Rail Limited Technical Strategy 77 Go to contents Go to contents Enablers Innovation process

On page 77, we indicate how we expect our innovation • Taking ideas to concept readiness and implementation • TRL 4 to 7. The technology is advanced through increasingly capability to develop over CP5, which is in line with the readiness – quickly and efficiently developing solutions using costly stages of integration, testing, validation and ambitions set out in the industry RTS. The new management cross-functional, cross-industry collaborative teams, refinement, leading to a first full prototype demonstrated in systems and processes we plan to put in place to enable prototyping, testing and Open Innovation to measure and a real operating environment. At this point, a technology is efficient and effective investment in, and delivery of, optimise delivery. A key early step here is to benchmark considered “implementation ready” in that it can then be R&D projects and programmes fall under the following innovation approaches to enable the introduction of a subjected to trial on the network and so start to be brought three headings. suite of suitable capabilities and working methods. under the GRIP process.

Developing our innovation capability • Nurturing people – creating enabling organisational • TRL 8 to 9. GRIP can start to be applied to implement the Our innovation capability will include. structures, job designs and hiring and training policies new technology, although further development and alongside a company culture of constant innovation. optimisation are needed to achieve “System Readiness” at • Utilising strategy – assessing market and technology trends A key early step will be to analyse skills gaps in response which point it can be implemented as a standard solution on in order to target areas for innovation, to direct resources, to to technology roadmapping and to work with industry to the network. measure overall performance and to articulate business ensure we nurture the right skills available for the industry The TRL process will be used in conjunction with Managing constraints. A key early step is to establish technology as a whole. roadmaps. These will capture current R&D and set out the Successful Programmes for Network Rail (MSP4NR) paths and dependencies to research, develop and implement Process for technology development and project (see People). new technologies. management Our Governing Rail Investment Projects (GRIP) process is • Prioritisation and governance – efficiently managing not ideally suited to managing technology development. investment into portfolios, programmes and projects to Our preliminary design of a more appropriate process for support short and longer term outcomes including the technology development is based on methods used in the definition and optimisation of investment criteria. A key automotive sector. It considers the development of technology early step is to establish an investment process attuned to to have three key stages, broadly correlating with Technology the risk profile of R&D activity with appropriate scorecards, Readiness Levels (TRLs). benefits estimation and measurement criteria. • TRL 1 to 3. The technology moves on from initial scientific • Generating and managing ideas – putting in place creative observations to demonstrating the capability of separate and collaborative environments to establish innovation elements of the technology in isolation. Once this is needs and opportunities. A key early step is to build on our complete, a technology is considered to be “concept ready1” early use of a technology broker service to aid early-stage in that the potential to deliver the basic functionality has investigation of ideas and problems, to shape or undertake been demonstrated. This may be undertaken as sole or initial investigation work and to embed systematic horizon collaborative research, carried out in universities, research scanning for technology opportunities. technology organisations or company labs.

1 D.H. Stamatis, Six Sigma and Beyond: Design for Six Sigma 78 Network Rail Limited Technical Strategy Go to contents Go to contents Summary

Driving simulation Themes

Process for prioritisation, investment and portfolio management themes Asset We will implement a stage-gated investment process to enable resources to be allocated over the full innovation cycle from identifying a challenge to implementing newly developed systems. This will include investing in the early-stage scoping and investigation activities needed to build the business case for full investment. The process will be collaborative with industry, with risks being shared and co-investment being sought appropriate to the opportunities with each business case. The process will be developed to allow efficient handling of a diversity of types of research and development projects

– taking into account, for example: Enablers: Innovation process • That longer-term R&D is by nature higher risk than short- term R&D and is likely to have less well defined benefits and route to market. • That there is likely to be substantial variation in the risks and opportunities attached to short-term R&D and that projects should therefore be selected on a range of criteria.

We expect up to a fifth of our R&D investment to be targeted steps Next at long-term strategic research and development. This investment will predominantly be looking to achieve concept readiness for solutions that offer step changes and game changes to the way we achieve our strategic outcomes. Glossary

Network Rail Limited Technical Strategy 79 Go to contents Go to contents Enablers People

The capability of people is central to Skills and capabilities Innovations will also have an impact on people who deploy, With our devolved organisation in place, we will refine our operate and maintain the network including the devolved our move to a more technology and organisational structure and the design of roles to include new routes and supply chain. New capabilities and skills will be innovation enabled railway, allowing us and strengthened skills for innovation. We will develop and required to exploit the full benefit from new technical to shorten development cycles and rapidly acquire the skills we need through a clearly defined and capabilities, improving safety and performance. A key example communicated talent proposition and resourcing strategy. being the area of cyber security. deploy the best available technologies. A key early step to achieve this will be to undertake a skills To secure and maintain the right level analysis against the emerging technology roadmaps and We have recently developed a tool for use with all types of and capability of people in the right innovation benchmarking to identify skills gaps. programmes called Managing Successful Programmes for Network Rail (MSP4NR). This blends our programme environment, we need talent to deliver We will increasingly need to engage and collaborate with management methodology, Managing Successful Programmes the immediate and ongoing changes, the rail industry and other sectors and respond to change (MSP), with a change management methodology, People skills to operate in the new innovation effectively and quickly. Examples of areas where we expect Centred Implementation (PCI). MSP provides the framework environment and cultural change to to build our capability to support these changes are: for effective control and governance to support the delivery of • Design thinking and managing innovation programmes. PCI provides change management tools to enable high-performance innovation. support the successful implementation and adoption of the A clear talent proposition and resourcing • Managing intellectual property change. MSP4NR ensures we are properly positioned to exploit strategy forms part of our people outcome, • Collaborative development and Open Innovation to support and embed the change, increasing the likelihood of realising innovation life cycles which in some areas of technology will benefits. set out in our SBP, to fulfil our long-term be less than one year requirements. Our innovation process will make use of the MSP4NR process • Managing new complexities from the rapid change and toolset in conjunction with the TRL process to manage and ambiguity associated with R&D projects technology development and implementation to ensure it is • Sourcing the optimum delivery route and resources fully accepted and effectively embedded by users within and outside Network Rail. • Project management for research (TRLs 1-4), development (TRLs 4-7), demonstration and system readiness for implementation (TRLs 7-9).

80 Network Rail Limited Technical Strategy Go to contents Go to contents Summary

Managing Successful Programmes for Network Rail (MSP4NR) Themes 1. 2. 3. 4. 5. 6. 7. Identify High-level Detailed Design Deliver Demonstrate Close deﬁnition deﬁnition

1 2 3 4.1 5.1 6.1 7 Asset themes Asset Design Deliver Demonstration Tranche 1 Projects in Benefits in Tranche 1 Tranche 1 Definition Definition Identify High Level Detailed Close Design Deliver Demonstration Tranche 2 Projects in Benefits in Tranche 2 Tranche 2 4.2 5.2 6.2 Enablers: People CFS 1 – Shared Change Purpose CFS 4 – Committed Local Sponsors – Programme Brief, Vision Statement – Business readiness 2 – Early communication template – Local sponsor development CFS C FS 3

1 CFS 3 – Powerful Engagement Processes CFS 5 – Strong Personal Connection S – Diagnosing Change impact and Risk to – Commitment building F Organisation C

Engagement – Employee readiness C F

Local S

– Risk Register 4

steps Next

CFS 6 – Sustained Personal F

CFS 2 – Executive Change Leadership C F Performance S

– Stakeholder Proﬁling – Programme progress, 5 – Senior Leader preparation Risk Register – Early beneﬁts tracking

Stage Gate Review (SGR) Glossary

Network Rail Limited Technical Strategy 81 Go to contents Go to contents Enablers People

Recruiting, developing and retaining people Recruiting, developing and retaining people We will recruit, develop and retain people to meet current and future technical needs. Having defined the specific requirements, we will map skills for the capability to deliver steady state railway operation and to support innovative NR change. Having defined the capabilities, we will analyse gaps Resource Pool against our resource pool.

We anticipate a challenge to secure the calibre and quantity of people needed both to drive the innovation process and to deliver the benefits. Such resources will be needed throughout Development Skills Gap Recruit Develop Retain the supply chain, including within the universities and requirements Map Analytics Recruit companies that may provide external support to the innovation process.

NSARE

Encourage and develop market

Schools Government

Universities Institutions

82 Network Rail Limited Technical Strategy Go to contents Go to contents Enablers Summary Collaboration

We are already pursuing a proactive process to encourage and The linkage between skill requirements and developing labour To drive up the level of innovation and Themes develop the resources market. Initiatives under development supply is already supported by the National Skills Academy for include: Railway Engineering (NSARE). Clearly this element of our successfully implement new technologies, resourcing programme needs to link closely with, or utilise, we need to routinely collaborate within • Liaison with schools, academies and university technical NSARE as a mechanism for developing the supply of the Network Rail and with others from across colleges (UTCs) to: required resources and capabilities. We are committed to the rail industry and other industry sectors –– promote awareness of the railway industry as a future creating a more open, diverse and inclusive organisation that is employer a great place to work and we will work with the wider industry such as automotive, telecommunications to promote the rail sector as a whole as a great place to work. –– start the process of developing the necessary skills and space. This section presents two case –– exploit the opportunities for education and training We expect the outcome to be a climate that attracts high studies where collaboration has been key through vocational curriculums focused on one or more quality people to the railway industry, develops and retains to success and shows how we are already themes Asset engineering disciplines them and supports recruitment to the level required. innovating to apply different technologies Recruitment should include a structured process that –– Partnerships with university departments recognises the need for technical and professional to create a better railway. That said, we –– contributing to the curriculum in return for offering a path development as well as management development. need to work together to develop and apply into employment in the railway industry for the right more innovative technology solutions at candidates a faster rate and to bring them into use –– establishing MSc courses in asset management to build international excellence. to reap the benefits. This section also • Supporting a track and train graduate programme. summarises our collaborative R&D.

• Contributing to cross-industry collaboration for the EPSRC Enablers: People Centres for Doctoral Training. • Working with the professional institutions to ensure the priorities of the railway industry are reflected in their professional qualifications and standards. • Influencing government policy to deliver support to a development and training agenda. Next steps Next Glossary

Network Rail Limited Technical Strategy 83 Go to contents Go to contents Participants in the IPEMU project

Network Rail DfT Enabling Innovation Team (RSSB) Electrified section Un-electrified section

Running Running on battery power on AC whilst charging

Abellio Greater Anglia

84 Network Rail Limited Technical Strategy Document Go to contents Go to contents Enablers Summary Collaboration

Case study 1 Collaboration requires all the parties to understand how they “ Energy-storage on trains is a typical example of a Themes Demonstration of a battery powered train – the can derive benefit from participating. And to keep the development that’s good for passengers, taxpayers and the Independently Powered Electric Multiple Unit (IPEMU) collaboration working, each party needs to clearly understand long-term future of the railway, but where it is difficult for Our electrification strategy, set out in the 2009 Network Route what the others are expecting to achieve, how risks and individual businesses to make the business case to invest in Utilisation Strategy (RUS), is looking for greater use of electric rewards are shared and how the project will be governed. the technology. To help prove the business case and enable traction as an efficient form of energy that can reduce this innovation, we are funding up to 30 per cent of the The parties initially developed a Memorandum of emissions. To achieve this in a cost-effective way, our strategy technology demonstration. We see the IPEMU project as a Understanding (MOU), setting out expectations and success demands new solutions to supplement conventional good example of something that will work according to the criteria for every stage of the project. This was subsequently continuous overhead electrification. A key contender, as R&D but no one will invest in without seeing a full scale developed into a set of contractual binding agreements. The proposed in our shortly to be published Alternative Solutions demonstrator. By supporting this programme we are helping steering group will provide collaborative cross-industry to take innovation out of the lab and de-risk its potential

RUS, is to store energy on trains. If we can create an energy- themes Asset leadership and governance as the IPEMU project moves storage capability for trains, electric traction can be made more introduction on to the railway.” forward. affordable by optimising electricity supply and storage as part David Clarke, Enabling Innovation Team, RSSB of an integrated system. The view of the participants Abellio as the train operator entered into this venture to Energy-storage technologies exist and the automotive industry support innovation in the rail industry. “As the principal funder and delivery manager for the IPEMU, has delivered hybrid and electric production models for cars we have the largest stake in the project’s success and, in turn, and buses. Battery technologies are rapidly developing and the The quotes below from some of those participating express the primary responsibility to build confidence with the UK is at the forefront in this field. But there is a big leap from what they hope to get from the project. cross-industry team. To achieve that, prior to initiating the designing batteries with theoretically sufficient energy project, we invested in feasibility work to identify and sift the characteristics to committing parts of the future railway technologies and to examine areas where parties were known to reliance on battery storage in order to function. to have concerns. We see the IPEMU project as vital to

“Electrification provides a wide range of environmental and Enablers: Collaboration The IPEMU project took up the challenge to show that operational benefits. Electric trains are generally cheaper to develop industry capability so that we can progress our passenger service operation could be achieved using battery buy, operate and maintain than diesels as well as being strategy of sustainability from more widespread electrification power. While modelling, testing and trialling could all be cleaner, quieter and lower carbon. But electrification is while reducing the burden on the taxpayer.” undertaken away from normal service operation, the battery- expensive to do, so DfT is interested in alternative approaches Richard Eccles, Network Rail powered train has ultimately to be shown to operate a real such as energy storage that can deliver similar benefits at service. That requires the collaboration of train operator, train lower cost. We are contributing to the project through our owner, infrastructure manager, funders and the Government as funding of the Enabling Innovation Team and through our The IPEMU project is set to take energy-storage on trains management of the Greater Anglia franchise where the the franchising authority. to Technology Readiness Level 7, demonstrating that the steps Next IPEMU will be trialled in passenger service.” technology can successfully operate with acceptable Mark Gaynor, DfT performance and reliability. The cross-industry team will be working together to build confidence for the further investment that will be required to take this solution to full implementation. Glossary

Network Rail Limited Technical Strategy 85 Go to contents Go to contents Our Intelligent Infrastructure programme is a clever mix of technology, business processes and information systems that makes it possible to detect and fix emerging faults on the railway infrastructure before a failure occurs.

86 Network Rail Limited Technical Strategy Document Go to contents Go to contents Enablers Summary Collaboration

Case study 2 To manage the business process that goes with the Intelligent “ At 16:22, the Wessex Integrated Control Centre received an Themes Intelligent Infrastructure programme Infrastructure system, we have implemented the role of alarm from RCM equipment on clamp lock 513 points at Intelligent Infrastructure is our transformation programme for Intelligent Infrastructure Manager, the so-called ”flight Northern Junction. The flight engineer’s analysis of the Remote Condition Monitoring (RCM) of rail infrastructure. Here engineer”. These experienced technicians are located in each current trace indicated the point motor was taking longer we see how collaboration between our staff, coupled with RCM of Network Rail’s routes and monitor the system around the than expected to move the points. Failure seemed imminent. technology, delivers benefits in performance and long-term clock, leading the appropriate response to alarms and alerts. This would completely block the line to passenger and freight asset management. One of the key success factors of the system has been the trains travelling towards Southampton from London, with a potential delay of up to 45 minutes. Our Intelligent Infrastructure programme is a clever mix of collaboration of Route Control and Technical staff. The flight engineers are co-located in the Route Control centres and, by technology, business processes and information systems that Control staff immediately asked the Eastleigh Maintenance makes it possible to detect and fix emerging faults on the working together with Control staff, are jointly able to agree on S&T response team to attend the site, then told the signaller Asset themes Asset railway infrastructure before a failure occurs. The programme the best course of action when an alarm is raised, ultimately to avoid moving the points. The response team arrived at the involves the extensive application of Remote Condition providing the best outcome for our customers – train operating points at 16:45, diagnosed a tight lock and fixed the problem Monitoring (RCM) technology to key assets including points, companies and rail passengers. in 15 minutes. As a result, no trains delayed and hundreds track circuits (which provide train detection in the signalling The importance of the process should not be underestimated. of passengers were not inconvenienced at the start of system), signalling power supplies and points heating. Business Process Re-engineering coupled with effective Change the weekend.” Giles Baxtor, Operations Manager, Wessex During normal operation, the system monitors certain Management strategies is absolutely essential in a successful parameters of the asset that can be used to indicate a deployment. This is particularly the case in the rail industry deterioration in its function. In such an event, the Intelligent where geography, numbers of people and organisation Infrastructure system generates alarms which trigger a structures tend to be large and complex. response process to correct the fault before a failure occurs and Collaboration in action

affects the service. For example, the system measures patterns Enablers: Collaboration Giles Baxtor, Operations Manager, Wessex explains how of electrical current flow through point operating equipment as collaborative working between Route Control, Maintenance well as the time taken to move the points. This provides an and signalling staff in the Wessex Route prevented indication of the onset of a number of different failure modes a significant incident. including back drive adjustment or worn motor brushes. Next steps Next Glossary

Network Rail Limited Technical Strategy 87 Go to contents Go to contents Collaborative R&D We also contributed to the development of the European Rail We participate in European and UK based projects with Research Advisory Council (ERRAC) roadmaps which will feed government, academic and industrial partners, in particular into the European Union funded Horizon 2020 programme including members of the TSLG (see glossary). This allows us which will provide circa €8 billion to transport research from to share best practice and innovations and share the costs 2014 to 2020. and benefits of research. These projects support a wide range of research topics including Complementing the extensive research being undertaken in collaborative ventures both in the UK and in Europe, we also • Future infrastructure systems have four Strategic University Partnerships (see glossary). • Maintenance improvements to reduce costs and increase capacity through lean processes and novel condition monitoring methods, • Maintenance, renewal and improvement of rail infrastructure via improved degradation models and mitigation methods for life extension of infrastructure. • Improved capacity and utilisation through improved traffic management. • Long range ultrasonic method for the detection of rail foot faults. Continuous monitoring system for use in high risk corrosion sites. • Eddy current brake compatibility • Sustainable and intelligent management of energy via an integrated management system to optimise energy use. • Opportunities to enhance competitiveness of transport by rail in unexploited markets. • Cross-accepted certification for Electro Magnetic Compatibility of rolling stock across Europe • Autonomous Intelligent Systems.

88 Network Rail Limited Technical Strategy Go to contents Go to contents Next steps Summary

While the NRTS is pulled by long-term Themes vision, our primary focus for this first iteration is to frame investments for our “ We look forward to continuing business planning and, where appropriate, the regulatory plans for CP5. Alongside to work closely with our the identification and initiation of R&D investment projects and programmes, a pressing challenge is to establish and partners, suppliers, academics

embed the innovation process to increase themes Asset the pace and quantity of new and and other stakeholders from improved products and systems and to create a strong connection between R&D and its application to investments. across the rail industry to At this stage we are establishing early investment priorities, principally at the level of programmes. From these programmes, projects will be prioritised and defined and implement this strategy.” detailed requirements will be developed taking into account knowledge from existing R&D projects across the rail industry

Richard Parry-Jones Enablers and Europe. We will work with industry partners to identify Chairman the most appropriate lead and delivery mechanism for each project.

A process of regular strategic and programme review will be established. Further information will be published in due course. The first strategic review will be undertaken in 2014. It will take into account the conclusions from an industry study

examining current and future capabilities and their sourcing steps Next and development; commercial approaches identified and recommended through our product strategy; and progress with detailed technology roadmapping. Glossary

Network Rail Limited Technical Strategy 89 Go to contents Go to contents Glossary

A D F

AC Alternating Current DAS Driver Advisory System. Providing train drivers with FOC Freight Operating Company information to allow them to optimise fuel efficiency, arrival ATO Automatic Train Operation time and other parameters. Standalone DAS (S-DAS) relies on FTN Fixed Telecommunications Network the train comparing its progress with route and timetable ATOC Association of Train Operating Companies FTNx Fixed Telecommunications Network Next Generation information held within the system. Connected DAS (C-DAS) Programme ATP Automatic Train Protection. ATP systems ensure may update the system’s knowledge and improve its decision trains do not exceed their permitted movement authority by making capability by providing real-time information such FuTRO Future Traffic Regulation Optimisation. A programme continuously monitoring their trajectory against a run-profile operational parameters or signal aspect information. to identify technologies to control the future integrated railway calculated to ensure they stop at a defined point. ATP systems based on the global direction of research and obsolescence of DC Direct Current may operate in conjunction with, or without, lineside signals. materials and technology, including elements which will cease ERTMS (ETCS) is an ATP system which uses standard protocols DCIS Darwin Customer Information Systems programme to be available or useful to the railway industry. This reflects for track to train communication. the next generation of traffic management technologies Defra Department for Environment, Food and Rural Affairs beyond installations under the current operating strategy and B therefore embodies sustainability as one of its core principles. DfT Department for Transport The programme looks at migration strategies from today’s BT British Telecommunications technologies to future technologies including quick wins. The DOO Driver Only Operation programme aims to introduce new suppliers to the rail market C E sector and to leverage benefit from technologies proposed for other sectors to avoid rail bearing the full research and CCC Change Control and Communication EC4T Electric Current for Traction development costs of new technology. CCTV Closed Circuit Television ECML East Coast Main Line G COMPASS COMbined Position Alternative Signalling System. The concept of combining a number of low integrity systems ECR Electrical Control Room GB Great Britain to provide precise train location. These systems exploit a EMU Electric Multiple Unit GIS Geographical Information System layered architecture from independent equipments located on the track, track / train and train borne which allow a ‘Tactical EPSRC Engineering and Physical Sciences Research Council GPRS Global Positioning Railway Satellite Picture’ to be generated in real time. This gives a trains speed, location and direction of travel which is delivered to a control ERRAC European Rail Research Advisory Council GPS Global Positioning Satellite centre. ERTMS European Railway Traffic Management System GRIP Governance for Railway Investment Projects CP Control Period ETCS European Train Control System GSM Global Satellite Monitoring CR Concept Ready GSM-R Global Satellite Monitoring for Rail

GWML Great Western Main Line

90 Network Rail Limited Technical Strategy Go to contents Go to contents Summary

H M NRUS Network Route Utilisation Strategy. Part of the Long Themes Term Planning Process and considers issues which potentially HR Human Resources Mechatronics A multidisciplinary field of engineering that affect the entire rail network of Great Britain. Its network wide integrates mechanics, electronics, control theory and computer perspective is supported by a stakeholder group with wide HMI human machine interface science in order to improve functionality of a system. expertise which enables the development of a consistent approach on a number of key strategic issues which underpin HUMS Health Usage and Monitoring System MCB-OD Manually Controlled Barrier – Obstacle Detection. the future development of the network. System for level crossings that use radar and laser technology I to scan the crossing area to ensure it is clear before allowing NRUS: Alternative Solutions. Alternative solutions to trains to pass. This is the functional equivalent of a signaller accommodate future rail passenger demand cost effectively. ICC Infrastructure Control Centre viewing the crossing on a CCTV screen and operating a The geographic scope relates to those services which are IM Information Management crossing clear button. regional commuter, regional and rural passenger services themes Asset rather than long distance high speed, London and South East IP Infrastructure Projects MIKE2.0 Method for an Integrated Knowledge Environment. or inter-regional. MIKE provides a delivery framework that can be used to IPEMU Independently Powered Electric Multiple Unit develop an industry wide information strategy. It is then used NSARE The National Skills Academy for Railway Engineering to drive efforts such as building and managing effective IPR Intellectual Property Right Information Technology solutions to meet new challenges, O organisational change and improve information processes IR Implementation Ready around compliance, policies, practices and measurement. OLE Overhead Line Equipment/Electrification IT Information Technology MODTRAIN. European research programme for modular train ON-TIME European project to improve capacity and railway utilisation through improved traffic management systems K equipment. Enablers MSP4NR Managing Successful Programmes for Network Rail ORBIS Offering Rail Better Information Services KPI Key Performance Indicator N An asset information-led programme that enables L improvements in railway efficiency, safety and capacity by NDS National Delivery Service changing the way in which we collect, store and utilise asset LED Light Emitting Diode information NFRIP National Fleet Reliability programme LTPP Long Term Planning Process ORR Office of Rail Regulation

NOC Network Operating Centre steps Next OSS Operating Support System NR Network Rail

NRIS Network Rail Information System

NRT Network Rail Telecommunications Glossary

NRTS Network Rail Technical Strategy

Network Rail Limited Technical Strategy 91 Go to contents Go to contents Glossary

P S U

PA Public Announcement S&T Signalling and telecommunications UTC University Technical College

PCI People Centred Implementation SBP Strategic Business Plan UOMS Unattended Overhead Measurement System is a vehicle mounted overhead monitoring system that can identify PIS Passenger Information System SCADA Supervisory Control And Data Acquisition. SCADA defects associated with interface between overhead wire and systems remotely monitor and control electrical power the pantograph. PLPR Plain Line Pattern Recognition. PLPR replaces Basic Visual transmission and distribution equipment. Inspection with a train borne method of inspection that V captures images of track assets and identifies associated Shift2Rail A joint technology initiative for european rail defects. industry to collaborate to make rail transport more attractive Voice Strategy Programme is a wide-ranging programme to to, and have the capacity to accommodate, passenger and update, simplify and reduce costs associated with Network R freight users. Rail’s complex telecoms network as well as the cost of third- party elements that deliver a dialled voice network. R&D Research and Development SIC System Interface Committees

RCF Rolling contract fatigue SPECTRUM. European project to enhance competitiveness of transport by rail in unexploited markets to improve the viability RCM Remote Condition Monitoring of rail freight

RDG Rail Delivery Group SUSTRAIL. European project to make rolling stock less damaging to infrastructure and infrastructure more resilient ReFocus Reliability Focus Group hosted by ATOC. Formerly the National Fleet Reliability Improvement Programme T RFID Radio Frequency Identification Thameslink project A £6 billion programme which offers more RIDC Rail Innovation and Development Centre trains and better journeys for passengers on the Thameslink route stretching from Bedford to Brighton. ROC Rail Operating Centre TOC Train Operating Company RSSB Rail Safety and Standards Board TM Traffic Management RTS Rail Technical Strategy TRL Technology Readiness Level RUS Route Utilisation Strategy TSB Technology Strategy Board

TSLG Technical Strategy Leadership Group, with members including ORR, DfT, Transport for Scotland, RSSB, ATOC, RIA, TOC, FOC, RoSCo, rolling stock manufacturers, TSB, RRUKA, TfL, London Underground, Crossrail, HS2 and Network Rail.

92 Network Rail Limited Technical Strategy Go to contents Go to contents Summary Themes Asset themes Enablers Next steps Glossary Go contents to Network Rail Limited Kings Place 90 York Way London N1 9AG Tel: 020 3356 9595 www.networkrail.co.uk

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