Interim Report

Number of project: ELENA-2011-031

Name of project: Aarhus LRT project

Interim Report

Reporting period: 16.07.2013 – 15.01.2015

Including Third Bi-annual Progress Report Reporting period: 16.07.2014 – 15.01.2015

Date of report: 15.02.2015 Interim Report updated 10.12.2015 according to dialogue regarding use of exhange rate

Project Director: Britta Lyager Degn, Aarhus Letbane I/S, [email protected], Telephone: +45 30 70 39 57

Project website: http://www.letbanen.dk/om-letbanen/real/

1 DOCUMENT NO. VERSION CHECKED

AALRTDOCID-49-87829 2.0 CHM - OS

DATE OF ISSUE PREPARED APPROVED

10th December 2015 BLDE CRM LETBANEN.DK

1. Work Progress ...... 3

2. Lessons learnt and obtained experience...... 10

3. Identified problems and risk for implementation ...... 11

4. Contracts of technical assistance...... 12

5. Status of started/planned implementation of the investment programme...... 12

6. Calculation of the leverage factor achieved...... 13

7. Other useful comments or information ...... 14

8. Request for changes in the work programme and/or budget allocation ...... 16

9. Supporting documents to provide...... 17

10. Financial statement ...... 17

11. Outlook for the next six months...... 18

Appendix A: Detailed work programme………………………………………………...... 21 Appendix B: Contracts for technical assisstance…………………………………………………. 30 Appendix C: Financial Statement…………………………………………………………………... 33

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ELENA-2011-031 Aarhus LRT project – Interim Report and Third Bi-annual Progress Report LETBANEN.DK

This report is produced according to the contract between the European Investment Bank (EIB) and Aarhus Letbane I/S (contract number ELENA-2011-031). The contract was signed July 16th 2013.

The report is an Interim Report covering the first one and a half year of the three-year project period. The report also serves as the Third Bi-annual Progress Report, covering the period July 16th 2014 – January 15th 2015.

Exchange rate applied (EUR / DKK) is 7,4500 for all budgeted costs and 7,4444 for all held costs (according to contract article II.11.1).

The report uses the following abbreviations:

Abbreviation Meaning (short for)

Aarhus Light Rail Transit - Construction Company AALRT (Aarhus Letbane I/S) Aarhus Light Rail Transit - Operation Company (Aarhus ALDIS Letbane Drift I/S)

Aarhus LRT project The ELENA funded investment programme

CMC Construction and Maintenance centre

Short for the Ansaldo STS and Stadler consortia that won ASAL Consortium the turnkey contract for the light rail transportation system The turnkey contract awarded to the ASAL Consortium. Contract covers purchase of the entire light rail Transportation package transportation system (tracks, OCS, platforms etc), trams and CMC The National Safety Authority. In charge of the NSA accept/approval process for the operational rules for Aarhus Light Rail.

OCS Overhead Catenary System

1. Work Progress

This section lists the progress and the achieved results against the initial objectives of the work programme.

Over all the work is proceeding according to the plan, although some changes in terms of milestones and projects have been introduced. An updated detailed work programme is attached as appendix A.

Programme Management Unit

A Programme Management Unit has been established as described in the First Bi-annual Progress Report.

ELENA-2011-031 Aarhus LRT project – Interim Report and Third Bi-annual Progress Report LETBANEN.DK

The Programme Management Unit is responsible for the preparation of tender materials and contracts with external consultants, set up a homepage, work on project planning, meeting activities etc.

The Programme Management Unit consist of a Support Group and a Project Director. The unit is responsible for the day-to-day development of the Aarhus LRT Project. Currently the Support Group also relies on support from a lawyer and a communication assistant. If needed extra staff will be supplemented. Up until now, this has not been needed.

In order to secure ownership and coordination to the Aarhus LRT project meetings have been held in almost all levels of the organization. In addition, the Programme Management Unit has provided technical assistance for the project groups and has been participating in the meetings of the AALRT project in general.

In order to manage the programme successfully, have control of resources, and the ability to manage project risk effectively the Programme Management Unit has spent time to define project management tools. Where possible the PM-tools that are already in use by AALRT have been adopted and scaled to the Aarhus LRT Project. This includes monthly Project Progress Reports, Project Initiation Documents, Risk log, document control plans and interface management.

The main achievements made by the Project Management Unit in the reporting period are:

Five tender materials have been prepared for procurement Eleven external consultants have been contracted to the programme A category regarding energy planning has been added to the AALRT Qualification System. A call for external consultants to apply for prequalification to the AALRT Qualification System has been published. The AALRT Qualification System will be open for calls to be prequalified 4 times a year. A list of prequalified consultancies can be found at the AALRT homepage (http://www.letbanen.dk/om-letbanen/udbud/ raadgivningsydelser/). General programme management and development of management tools, revised budgets etc. Participation in meeting activities throughout the ALIS project organisation (weekly project management meetings, meetings in the project groups, steering group meetings and other ad hoc meeting activities). Templates for reports, contracts etc. has been produced A homepage about the programme has set up and the new project name RE:AL has been incorporated (www.letbanen.dk/om-letbanen/elena/)

WP1: Preparation for the technical integration of the existing rail lines to a light rail network with rail freight capacity

The transformation from a traditional local freight and passenger rail line into a light rail network with rail freight capacity poses a number of legal, safety and technical design challenges. In order to prepare for this a number of studies, tender materials, operational

ELENA-2011-031 Aarhus LRT project – Interim Report and Third Bi-annual Progress Report LETBANEN.DK

rules, immunization of existing railway equipment and infrastructure management contracts have to be completed. The progress for the ELENA funded work in WP1 is:

The project studies to immunize signalling of Mainline railway in Aarhus H is progressing very well with Rail Net Denmark (Mainline railway infrastructure owner). Immunisation is required to protect mainline signalling from the planned electrification (750VDC) on the new light rail. In summer 2014 we finished a preliminary study on possible solution for immunisation of Aarhus Central Station area from disturbance from Light Rail 750 V DC. The study was successful in finding solutions that significantly has reduced the expected construction cost. Two different possible solutions were identified for further analysis:

1. 77 Hz Relays – traditional approach (replacing existing DC Track Circuit relays at Aarhus C) 2. FETR – New approach (Adding another DC relay in the feed end of each Track Circuit at Aarhus C)

Following a detail studies has been prepared. The result of the detailed studies from the analysis is that Rail Net Denmark’s department for safety/operations has approved the use of the FETR-construction at Aarhus H, under certain circumstances. This means that a hybrid combination of Track Circuits using the newly approved FETR-solution and the traditional 77 Hz Track Circuits will be established at Aarhus H.

This innovative approach in the early project phases has resulted in the above mentioned hybrid solution and it has resulted in savings of up to 50%, or minimum 5.4 MEUR (40 MDKK) of the original project budget, as compared to the traditional approach of using 100% 77hz Track Circuits.

Finished project plan for the preparation of Operational Rules. In this process, several pre-dialog meetings with Trafikstyrelsen (The National Safety Authority) have been held in order to balance the expectations of the approval process and requirements for application materials. The safety management organization is in place. The Safety Management organization has been strengthened by hiring a PM/specialist as of October 1st 2013. The specialist will assist the Safety Manager in developing Common Safety Methods (CSM) for the safety approval process and getting approvals and permission for rebuilding of the existing railway to light rail. It is expected that the project manager will work on the Operational Rules full time for the remaining of the project period. First draft of the infrastructure management contract with Rail Net Denmark has been prepared. Innovative approaches have been applied to analyse, which models can be applied as a framework for the infrastructure agreements. The analysis has identified a number of challenges, which has to be manage and cleared in order to secure both legality and quality in the future operation of the light rail. The contract consist of two agreements:

1. Main agreement on Grenaa Railway Line (incl. agreement on infrastructure management boundaries) 2. Sub-agreement on Aarhus Main Station and rail yard

ELENA-2011-031 Aarhus LRT project – Interim Report and Third Bi-annual Progress Report LETBANEN.DK

On basis on the first draft for infrastructure management contracts the negotiation process regarding infrastructure agreement with Rail Net Denmark has started. This means the most complex and critical part of the contractual framework for the integration of the Grenaa Railway Line has gained momentum. The work was originally scheduled to run the entire length of the Aarhus LRT project. Due to a very focused and constructive dialogue between the stakeholdes and Rail Net Denmark, it is expected that the agreement will be in place by mid-year 2015.

Dialogue with DSB regarding the ownership, maintenance of existing equipment along the Grenaa Railway Line has been initiated. It is expected that the agreement will be in place by mid-year 2015. The start of work on obtaining an infrastructure agreement with Midtjyske Jernbaner has been initiated. It is expected that specialist in legal and tax related issues will be hired to help in this process. It is expected that the agreement will be in place by mid- year 2015. Two new projects have been identified as part of the preparation for the technical integration of existing rail lines to a light rail network. This includes project for Smart Interlocking and Preparation for the Rebuilding of rail junction between existing railway and light rail into a light rail alignment with rail freight capacity. The projects are described in section 8 – Request for changes in the work programme.

WP2: Studies and integration of innovative solutions for energy efficiency and power supply

The decision to fully electrify the two existing railways have given Aarhus Light Rail the possibility to be even more energy efficient. At the same time the electrification project possesses a number of challenges. The electrification project entitles app. 125 km of tracks this entails for a close dialogue and coordinated process with multiple power supply companies, whom are not familiar with light rail projects. Furthermore, external consultants are needed since not enough specialist knowledge about electrification is present within the present staff of the investment programme. At the same time energy efficiency in the implementation of the investment programme and operation and maintenance of the Aarhus Light Rail project is the focus for several studies planned to be completed.

The progress for the ELENA funded work in WP2 is:

Consultancy in the tender phase of the transportation system regarding the technical evaluation of the LLC has been initiated. The consultancy has led to a more precise scope of work has been defined in the tender material. For instance, criteria’s for parked train management - that has a potential to reduce energy consumption – has been added. Consulted a specialist in sustainable buildings to support the technical evaluation of the CMC in the tender phase of the transportation system. The consultancy provided a scrutiny of the bids with focus on sustainability. The consultancy has led to more precise definition of the energy class for the CMC. Several meetings have been held with the electrical companies along the alignment. Interfaces and concepts for the switching was discussed. The utility companies have

ELENA-2011-031 Aarhus LRT project – Interim Report and Third Bi-annual Progress Report LETBANEN.DK

not provided electricity to a light rail system before. Especially concerns regarding fluctuations in power loss/power taken has to be handled as well as clarification of the interfaces with the power substations provided by ASAL Consortium. Tendering for experts regarding OCS and light rail power systems has been completed. Experts to perform project management and design reviews of preliminary and detailed design of the OCS – system delivered by ASAL Consortium. The specialist will strengthen the current project organisation within ALIS. This knowledge is not present in the organisation. A study (Idea Catalogue) with ideas for energy storage and conservation has been completed. The Idea Catalogue have made a listing of proposals for energy optimizations. The proposals included have different potentials and investment requirements. On basis of the Idea Catalogue some ideas have been chosen for more detailed studies. The detailed studies are planned to be completed by summer 2015. It is expected that the detailed studies will include:

o Energy Efficient rail switches in Aarhus Light Rail o Energy Recovery System and Energy Storage o Energy efficiency in substations via monitoring historic data

A detailed study of the potential for implementing a Driver Advisory System at both the existing and new light rail alignment is being planned. A study and business case for covering of the stabling area by the CMC has finished. The memo shows a good payback time and list that a covering can lead to reduced energy consumption to heating/cooling of trains, de-icing etc. The report has been presented to the ALDIS board. On basis of the study and business case ALDIS board has decided to purchase a covering of the stabling area. Initial studies for rainwater management at the CMC has been produced. It is planned that the rainwater will be used for tram wash. Procurement for experts to strengthen the current project organisation within ALIS regarding sustainability of the Control- and Maintenance Centre (CMC). Experts to perform design reviews of the preliminary and detailed design of the CMC regarding sustainability. Experts are also to make study on possible solutions to energy optimize operational and maintenance practices of CMC.

Meeting activities

In the one and a half year of the project period, there have been meetings in all levels of the project organization.

The AALRT board and the ALDIS board have - when relevant - been introduced to the progress of the Aarhus LRT Programme. The boards have been introduced to the business case regarding the covering of the stabling area and the successful progress of the project regarding innovative studies for immunisation of legacy signalling assets in Aarhus Railyard.

The Steering Group has had seven meetings in the first one and a half year of the project period. At the meetings, the members have discussed the status of the programme, the need for technical assistance, budget and approval of the further work. The Steering Group was

ELENA-2011-031 Aarhus LRT project – Interim Report and Third Bi-annual Progress Report LETBANEN.DK

expected to meet 6-8 times a year. It has been decided to lower the amount of meetings to 4-6 times a year.

The Technical Group and the Energy Group has not had as many meeting as originally planned. The experience is the individual projects have very different s scope of works and time schedule, which makes it hard to find a platform for a common agenda. The experience is that most meetings have to take place within the Project Groups. Consequently, a smaller adjustment to project organization/meeting structure is proposed, where the weekly project directors meeting and the Project Groups replaces the Technical Group and Energy group (see section 8 – Request for changes to the work programme for a more detailed description)

Project Groups: Most of the project groups have had frequent meetings in the reporting period. Project Managers have been chosen for the different projects. The project managers all have invested time in getting the projects aligned with stakeholders and the rest of the activities in both ALDIS an AALRT.

External communication

The Programme Management Unit has set up a website with information in Danish and English about the Aarhus LRT project (www.letbanen.dk/om-letbanen/real/) The website will be developed throughout the project period.

Furthermore, work has started on defining a more detailed communication plan for the project, so AALRT will be able to fulfil is commitment to facilitate the dissemination of the experience and results learned in the Aarhus LRT project.

The newspaper Fyens Stitstidende has interviewed the Project Director. Following an article describing the application process and the content of the RE:AL programme was published on the 21st of April 2014. The article is uploaded to the homepage (http://www.letbanen.dk/om- letbanen/real/nyheder/).

Expected and attained results

Eleven subcontracts for an estimated 1.375.800 EUR have been committed in first one and a half year of the project period. Five new contracts have been committed since last reporting (Second Bi-annual Progress Report).

The cost of the Project Development Services (Direct staff cost + external experts) have amounted to 631.956 EUR in the first one and a half year of the project period. Direct staff cost has amounted to 283.821 EUR and external experts to 348.135 EUR.

The total cost of the implementation of the AALRT Investment Programme has been 141.0 MEUR in the first one and a half year of the reporting period. The leverage factor achieved is 297,6. See section 6 for more information about the calculation of leverage factor.

ELENA-2011-031 Aarhus LRT project – Interim Report and Third Bi-annual Progress Report LETBANEN.DK

Table 1 below shows the status of the costs in the first one and a half year of the Aarhus LRT programme and the estimated goal in the original application.

2013 2014 2014 Total – Interim Total – Interim H2 H1 H2 (Realised) (Estimated)

Requested 70.650 145.995 257.322 473.967 1.080.000 ELENA ass. costs

Total assistance 94.200 194.660 343.096 631.956 1.440.000 costs

Investments 19.776.733 19.784.659 101.476.491 141.037.883 100.700.000

Leverage factor 279.9 135,5 394,4 297,6 93,2

Table 1: Status for the first one and a half year of the Aarhus LRT programme. The table shows the requested ELENA assistance cost, attained investments and leverage factor. The realized costs and investment are compared to the estimated costs and investment in the Annex 1 to the contract.

In the first two Biannual Progress Reports, the attained investments have been lower than estimated. However in the third half year of the project the investments have increased substantially. Consequently the attained investments make up 141.0 MEUR, which corresponds to 140.1% of the expected investments of 100.7 MEUR during the first one and a half year of the project. The reason for this is that a significant down payment relating to the turnkey contract for the transportation system (87.6 MEUR) was paid ultimo 2014. Furthermore, the signage of the contract in July 2014 led to an increase of the total budget of the Investment Programme from 319.5 MEUR to 466.3 MEUR. For further details on the increase of the total budget, see section 5.

The total assistance costs for the first half of the project period make up 631.956 EUR, which corresponds to 43.9 % of the estimated assistance costs of 1.440.000 EUR in the first one and a half year of the project. The main reason for this is that in the first half-year time was spend in order to secure a solid foundation for the programme i.e. Implementing the right organizational set up following the establishment of ALDIS and hiring staff upgrades. Consequently little technical consultancy was bought. Following in the first year time was spend on planning and implementing the organisational set-up for the work on infrastructure management contracts, operational rules.

Furthermore, the delay in the signature of the turnkey contract has postponed some scheduled works under the Aarhus LRT programme since interface management toward the contractor is needed as part of the project development services.

ELENA-2011-031 Aarhus LRT project – Interim Report and Third Bi-annual Progress Report LETBANEN.DK

In the second and third half year of the work programme the assistance costs have doubled and initiatives to add more resources (external experts) is in process. Following it is expected that the costs of the Project Development Services will increase in H1 2015.

2. Lessons learnt and obtained experience

By participating in the programme, the final beneficiary have achieved:

Technical assistance from external experts in infrastructure management agreements, LLC for trains, studies and preparation for the project to immunise legacy signalling assets, assistance to technical design reviews, etc.. Direct staff cost to strengthen the project organisation with a project manager to facilitate work with Operational Rules and Infrastructure Management Contracts. Facilitation of the programme including meetings, reporting, project management, knowledge sharing with other light rail projects. An increased focus on energy efficiency within the project organization The primary benefit from receiving the funding from ELENA is that AALRT has been able to achieve the technical assistance needed to prepare the conversion and electrification of the existing railroads. Resources that was not present in the project. To convert the existing railroads into an electrified light rail network with rail freight capacity has repeatedly proven to be a very complex task. As described in the original application several owners, stakeholders has to be managed and technical works related to the conversion of the existing railways needs to be managed and tendered. This is a difficult task and very little knowledge exist in Denmark. The funding from ELENA has enabled a strengthening of the project organisation with project manager to facilitate work with Operational Rules and Infrastructure Management Contracts.

Especially three projects have already delivered tengible results:

The first is the project to immunize legacy signalling assets at Aarhus Central Station. To summarize he project has successfully managed to have the innovative FETR- solution approved by Rail Net Denmark, and has thereby been able to achieve the most appropriate model for immunisation at Aarhus H. At the same time identified savings of at least 5.4 MEUR (DKK 40 mio.). The work will also result in a new standard within Rail Net Denmark, where as the result of the analysis carried out will be described in an all new Rail Net Denmark norm for designing track circuits. This norm will be finalized and will, after it´s completion in this project, be available for all Rail Net Denmark´s projects to benefit from. Also the findings from this project will be published on our website and in other media, making it possible to reuse parts or all of the described FETR-solution, enabling savings in projects also outside of Denmark. The second is the decision to purchase the covering of the stabling area in the depot. The decision to make the purchase was based on the study and business case prepared by the Aarhus LRT project.

ELENA-2011-031 Aarhus LRT project – Interim Report and Third Bi-annual Progress Report LETBANEN.DK

The third is work on obtaining infrastructure agreements with Rail Net Denmark. The first draft for the agreements has finished ahead of scheduled. Among other due to a focused project organisation supported by ELENA.

The funding from ELENA has resulted in a bigger awareness of working towards and securing energy efficient solutions both towards the turn key contract with ASAL Consortium and in the rest of the project. Several studies have been planned and we are awaiting the results in order to investigate the possibilities to implement further initiatives to make the light rail system in Aarhus even more energy efficient. At the same time, there is a focus on how the obtained results can benefit the planned expansions of the light rail system in Aarhus and in the new light rail projects in Odense, Copenhagen and Aalborg.

3. Identified problems and risk for implementation

In the first one and a half year of the project period the following identified problems and risks for implementation have been identified:

1. Stakeholder management and coordination with existing owners and municipalities As described in the previous progress reports there are many stakeholders involved in establishing the first light rail in Denmark. This has proven a difficult task and repeatedly this process turns to be time consuming. As a consequence is was decided to adjust the project organisation in order to secure a solid foundation for handling the coordination between AALRT, ALDIS and their stakeholders, municipalities, energy supply companies etc.

It is our experience that the project organization and staff upgrades has help to secure a more smooth process and hence securing delivery on time by creating focus on collaboration, procedures, quality management etc. Furthermore, the new organisation has helped to secure a better coordination between AARLT and ALDIS in relation to the projects that both companies have shares in.

2. Interface between the turn-Key contract and the AALRT project As described in the previous progress reports some of the ELENA funded projects are closely linked to scope of work within the turnkey contract of the transport system. This can potentially be a risk for implementing extra actions regarding energy efficiency and CO2 reduction because the contracts has been signed and there is lesser of an incitement to changes.

The funding from ELENA has led to that the turnkey contract has opening/possibilities to work with energy efficiency. Without funding from ELENA this would not have been implemented. Furthermore, the initiatives in terms of sustainable CMC, covering of stabling area, parked train management have been written into the tender material and discussed in the contract negotiations.

3. Hard to find staff with sufficient technical capacity As part of the strengthening of the project organization to handle the preparation of the power supply and electrification of the existing railroad’s job advertisement for a project manager/specialist has been posted. Unfortunately we did not received candidates with sufficient technical capacity. We believe this is due to the high complexity and short time span

ELENA-2011-031 Aarhus LRT project – Interim Report and Third Bi-annual Progress Report LETBANEN.DK

(1½ year) of the works to be performed. As a consequence the work has been tendered out to technical assistance by consultants. In order to secure enough technical assistance Aarhus LRT project would like to apply to transfer cost from direct staff cost to external experts/subcontracts. A justification her for is written in section 8 - Request for changes in the work programme and/or budget allocation.

4. Contracts of technical assistance

Eleven contracts for an estimated 1.375.800 EUR have been committed in first one and a half year of the project period. Five new contracts have been committed since last reporting (Second Bi-annual Progress Report).

See enclosed appendix A for a complete list of contracts of technical assistance (external experts/subcontracts) committed/completed in the first one and a half year of the Aarhus LRT project.

AALRT have made a qualification system (cf. the Utilities Directive) on 18th July 2013 by making an EU notice through the Official Journal. The notice states that the procurement is financed by ELENA as we expected some of the contracts is to be financed by ELENA (See EU notice 2013/S 138-240326 as amended by 2014/S 025-040214 (update)). The qualification system is established in accordance with the EIB Guide to Procurement.

Five contracts have been signed after a procurement (mini-tendering) under the qualification system. Six contracts have been committed on the basis of an invited offer or direct award (but in agreement with the procurement rules) where special circumstances local knowledge, specialist knowledge, short timeframe, ownership advocate for this.

A contract has been given to Rail Net Denmark by direct award. This is regarding the project for project management and preparation of tender material, new norms, approvals etc. regarding the immunisation of track circuits at Aarhus Central Station area. A fiche for requesting ex-ante comments on terms of reference for large contracts has been submitted to ELENA and an independent, legal assessment has been prepared. On 05.01.2015 the EIB ELENA Team informed via email that they did not object to the proposed procurement of services from Banedanmark regarding the immunisation of track circuits at Aarhus Central Station. Following a transparency notice has been published (2014/S 240-422815).

5. Status of started/planned implementation of the investment programme

The expected total investment cost for the construction of the Aarhus Light Rail has increased from 319.5 MEUR to 466.1 MEUR. This is mainly due to a realized under budgeting in the initial phases of the project. The areas of complexity (also supported by ELENA) have among others proven more costly than initially expected. Since the latest report total investments has increased 11.2 MEUR due to a change in the rolling stock and purchase of one additional tram-train.

ELENA-2011-031 Aarhus LRT project – Interim Report and Third Bi-annual Progress Report LETBANEN.DK

As a consequence the ELENA linked investment has increased from 230.2 MEUR to 302.2 MEUR.

The owners of the AALRT Construction Company have all provided their share of the additional funding to realize the planned implementation of the investment programme.

Estimated budget Budget after Updated budget (ELENA - Contract) 31.7.2014 (after 31.12.2014 signage contract ASAL-consortium) Total investment 319.5 MEUR 455.1 MEUR 466.6 MEUR ELENA linked 230.2 MEUR 301.3 MEUR 302.2 MEUR investment (2013-2016) Table 2: The revised budget of the Investment Programmed and the ELENA linked investment hereof.

Contracts have been signed for most of the total investment for the construction of Aarhus Light Rail. Contracts for app. 62.5 MEUR have been signed for civil works, the transportation package has a contracted value of 304 MEUR and consultancy contracts amount to 27.5 MEUR. In total contracts have been signed for 394 MEUR.

6. Calculation of the leverage factor achieved

Below is a revised table of that indicates the timetable and cost for the Project Development Services (total assistance cost) and the Investment Programme. The estimated leverage factor is still high.

2013 2014 2014 2015 2015 2016 Total H2 H1 H2 H1 H2 H1

Requested 70.650 145.995 257.322 525.000 675.000 237.783 1.911.750 ELENA ass. costs

Total 94.200 194.660 343.096 700.000 900.000 317.044 2.549.000 assistance costs

Investments 19.776.733 19.784.659 101.476.491 53.691.275 53.691.275 53.691.275 302.111.708

Leverage 279.9 135,5 394,4 102,3 79,5 225,8 158,0 factor

Table 3: Cost for the Project Development Services and the Investment Programme.

ELENA-2011-031 Aarhus LRT project – Interim Report and Third Bi-annual Progress Report LETBANEN.DK

In the first one and a half year a leverage factor of 297,6 has been achieved.

Interim Report

Requested ELENA ass. 473.967 costs

Total assistance costs 631.956

Investments 141.037.883

Leverage factor 297,6

Table 4: Table for the realised cost for the Project Development Services and the Investment programme in the first half of the project.

7. Other useful comments or information

Contract for the transportation system has been signed

A consortium of Stadler and Ansaldo STS (ASAL) has been selected as the preferred bidder for the turnkey contract to build and equip the first stage of the Aarhus light rail scheme. The contract was signed the 31st of July 2014, following more than a year of negotiations.

The turnkey contract includes construction of the line and its associated systems, and the supply of its trams.

The signage of the turnkey contract marks an important milestone in the Aarhus Light Rail project.

Change in the overall time schedule

Because of the delay in tender phase for the transportation system the start of operation has been postponed the H1 2017. Consequently, the energy savings will start in 2017 and not in 2016 as described in annex 1 to the contract.

Change in the ownership of the Aarhus Letbane I/S

An amendment (L52) to the Aarhus Light Rail Act (L77) was adopted by the Danish parliament on the 5th of February 2015. The amendment states that the Government of Denmark withdraws from the ownership of the AALRT construction company. The changes in the ownership will be enforced by April 1st 2015. From this date the ownership of the Final Beneficiary will be:

 Aarhus Municipality – 87,7% ownership  Central Denmark Region – 12,3% ownership

The change in the ownership will have no practical impact on AALRT. The existing organization will continue as planned and the Aarhus LRT project funded by ELENA is consequently unaffected.

ELENA-2011-031 Aarhus LRT project – Interim Report and Third Bi-annual Progress Report LETBANEN.DK

The amendment (L52) is attached as an appendix D to the report.

New organisation between responsibilities for AALRT and ALDIS

Following the change in the ownership of Aarhus Letbane I/S the owners behind Aarhus Letbane I/S (Aarhus Municipality and Central Denmark Region) plans to change the responsibility of AALRT. A plan has been introduced but it has not been officially decided. If implemented the new extended range of responsibilities is expected to be in place by May, 2015.

New project – Studies of smart interlocking

Based on our very positive result with the immunisation of legacy signalling assets a new project has been initiated – Smart interlocking at Aarhus Central Station.

The background for this project is that Aarhus LRT project have to remove redundant signalling objects (signals, detection and ATC) from BDK mainline interlocking and control room panels. These signalling objects are made redundant due to transfer of Grenaa Light Rail to Aarhus LRT. The scope of the project is not as big as the immunization of signaling assets, but it still has great potential to study for innovative ways to solve the problem.

The traditional approach would be to design a new “trafical bases” and let contracts to remove the signaling objects and the Interlocking design authority to make changes to interlocking computer (including all drawings, design, Approvals process and mimic changes in control room etc ). The current cost estimate is 10-15mdkk.

The Aarhus LRT project has started to make studies for more innovative approaches compared to the traditional approach. This could potentially save money, time and lead to new solutions to be adopted elsewhere in Denmark in similar cases.

A more efficient project organisation

As described previously the meeting activities in the Technical Group and the Energy Group has not been as frequent as originally planned. The experience is the individual projects have very different s scope of works and time schedule, which makes it hard to find a platform for a common agenda. The experience is that most meetings have to take place within the Project Groups.

Consequently, a smaller adjustment to project organization/meeting structure is proposed. It is suggested that the Project Groups replaces the Technical Group and Energy group and that the overall coordination of activities takes place in the weekly Project Directors Meeting where the overall coordination and planning of the entire investment programme takes place.

The suggested project organisation is shown below. We find that a smaller organization and meeting structure is important in order to be efficient, have a close dialogue between areas of responsibility and secure corporations with the other employees involved (not ELENA funded).

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8. Request for changes in the work programme and/or budget allocation

Preparation of the rebuilding of section of existing railroad to light rail with rail freight capacity

In our original work programme, we have described a study and preparation for innovative platform fronts. Unfortunately, we have not highlight good enough the work that has to be planned for a very complex stretch of the Aarhus Light rail network, which runs in the central parts of Aarhus along the newly urban developed harbour front.

The stretch, which is app. 750 meter long, is the junction between the old rail roads and the new light rail alignment. The stretch has to be capable of having both light rail and freight train. The railroad is single lined to day, but in order to be able to have more frequent trains a new track and two new stations along the existing and new tracks have to be planned, designed and tendered.

The stretch is not highlighted clearly in our original application, which focuses mainly on the rebuilding of platform and platform fronts.

If it is decided to proceed with the project. Aarhus Letbane will make a formal request to the ELENA office in order apply for this consider it part of the ELENA project.

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Budget allocation: Request to transfer cost from direct staff cost to external experts

In order to secure enough technical assistance it is foreseen that we might have to request to allocate cost from direct staff cost to external experts/sub-contracts.

If needed Aarhus Letbane I/S will request the ELENA office for a formal approval.

9. Supporting documents to provide

During the first half of the project, the following reports have been made:

1. Analysis of Immunisation of Aarhus Central Station area for disturbance from Light Rail 750 V DC – Enclosed in the Second Bi-annual Progress Report. 2. Business case for a covering of the stabling area of the CMC – Enclosed in the Second Bi-annual Progress Report. 3. Idea catalogue for energy efficiency and storage is enclosed. (3_AALRT_Idea_Catalogue_EnergyStorage_Conservation_12.02.2015) 4. First draft for infrastructure agreement with Rail Net Denmark is enclosed. (Four documents in total: AAL-4-44-2_Hovedaftale, AAL-4-07- 2_FVA_Betingelser, AAL-4-23-2_FVA_Bilag1, AAL-4-31-5_FVA_Bilag2)

The reports will be published at http://www.letbanen.dk/om-letbanen/real/rapporter/. The reports have not been uploaded yet, because we have to await the decision-making process in ALDIS and the finishing of the tender strategy for the implementation of the immunization project before doing so. The reports are attached to this report. We kindly request that the ELENA facility will treat the material as confidential until uploaded on the homepage.

Furthermore, project plans, memos, tender materiel have been made. Among these:

Project plan for the process regarding the infrastructure management agreements Project plan for the process regarding operational rules Project plan for the project regarding immunisation of legacy railway signalling Tender documents for procurements under the qualification system.

10. Financial statement

See the attached appendix C for a financial status covering the first one and a half year of the project.

ELENA-2011-031 Aarhus LRT project – Interim Report and Third Bi-annual Progress Report LETBANEN.DK

11. Outlook for the next six months

In the next reporting period, the following main achievements and milestones are planned for:

Programme Management Unit: Continue work tendering and contracting for external technical assistance in order to secure on time delivery of the AALRT Investment Programme. Implement the initiatives described in the communication plan for the AALRT project Continue the initiation of meeting activities on all levels in the organisation of the programme Develop models to refine the calculations on saved CO2 and energy efficiency within the programme.

WP1: Preparation for the technical integration of the existing rail lines to a light rail network with rail freight capacity

Studies of solutions for the most efficient ways to rebuild platforms/platform fronts along existing railroads will be completed. Procurement for consultants to prepare for the rebuilding of the existing tracks and platforms along the harbour front to a light rail alignment with rail freight capacity has completed. Finish report for detailed studies for Detailed studies and safety approval of solutions for Immunization of Aarhus H. Preparation of tender materials - Works contract signed with Entrepreneur Work on obtaining safety approvals for the rebuilding of existing railway will continue First draft of Development of Operational Rules will be completed by ASAL Consortium in corporation with AAL Work on obtaining the infrastructure management contracts with DSB, Rail Net Denmark and Midtjyske Jernbaner are in the finishing phases.

WP2: Studies and integration of innovative solutions for energy efficiency and power supply

Study regarding energy efficient power supply and dialogue with the power utility companies have started. The planning and initiation of studies regarding energy conservation for instance energy efficient driving, wayside capacitors and maybe other will have started. Finish concept for switching with the power utility companies. Complete design review of the preliminary design of the OCS system of Aarhus Light Rail. Detailed studies of potentials for energy optimization within the light rail power system have started. Detailed study of the potential to implement Driver Advisory System has been initiated. Finish review of preliminary and detailed design of CMC regarding sustainability Finish study on possible solutions to energy optimize operational and maintenance practices of CMC.

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Appendix A Detailed work programme

The coordinated approach to prepare for the Investment Programme is divided in two work packages (WP):

WP1: Preparation for technical integration for freight trains and light rail WP2: Studies and integration of innovative solutions for energy efficiency and power supply

Below is an overall timetable for planned activities under WP1 and WP2. The timetable is detailed compared to the description of Project Development Services in the contract (Annex 1) and the Inception Report.

Following the timetable is a description of the status of each project, including introduced changes and justification hereof.

2013 2014 2015 2016

Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

Project WP1: Technical integration for freight trains and light rail Note

1 Innovative platform fronts and rebuilding of existing platforms 1 Procurement for consultants to make 2 studies on platforms on existing railroads Studies of solutions for the most efficient ways to rebuild platforms/platform fronts along existing railroads. Establishing 3 technical, architectural and economical requirements Procurement for consultants to perform studies, detailed design and tender material 4 for the rebuilding of platforms along the harbour front Preparation of tender materials for implementation of new platform design 5 along existing railroads (several procurements processes to be planned) Procurement process Implementation (civil works) – not funded by ELENA 2 Smart solution to immunisation of legacy signalling assets at Aarhus H 6

Planning of the project X 7 Innovative studies on immunization 8 (Preliminary studies) X

Finalise studies and obtain safety approvalX 9 Prepare for tendering for installation of new 10 DC relays and procurement X Installation / Test and commissioning – not 11 funded by ELENA X X 3 Operation rules for Aarhus Light Rail 12 Establishing and strengthening the organization (hiring of a specialist) 13 Planning the organization of the Safety Approval Process 14 Prepare tender material and procurement for specialist X XX 15

Preparation of Operation rules 16 4 Infrastructure management contracts and agreements with existing infrastructure owners Establishing the organization (including 17 hiring of project manager) X Prepare tender material and procurement 18 for railway specialist X

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2013 2014 2015 2016

Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Establishing management tools for the 19 contract negotiations X X Infrastructure management contract with 20 Banedanmark X X X X X Infrastructure Agreement DSB (the national 21 operating company) X X X X X Infrastructure management contract with 22 Midtjyske Jernbaner X X X X 5 Smart Interlocking - NEW

Planning of the project 23 Innovative studies on smart interlocking and obtain safety approval Prepare for tendering for installation of new DC relays and procurement Installation / Test and commissioning – not funded by ELENA WP2: Energy efficiency and power supply

6 Energy efficient power supply system and OCS Planning and tendering for specialist 24 consultant Setup corporation with electrical utility companies. Studies/dialogue on the most 25 efficient/reliable power supply system Planning and tendering for OCS specialist 26 Design reviews for OCS and substations from the ASAL consortium and interface 27 management hereof in the design phases. Implementation of the power supply system and OCS (not funded by ELENA) 7 Energy storage and conservation Evaluation model (LCC/Energy) for use in 28 the procurement of the transportation system. Planning and tendering for specialist 29 consultant for energy optimization Study – Energy storage and conservation 30 (Phase 1 - idea catalogue) Study – Energy storage and conservation 31 (Phase 2 - detailed studies) Study – Driver Advisory System on existing 32 railways and new alignment Implementation strategy 33

8 Sustainable CMC 34

Tender evaluation of sustainability in CMC 35 Study – Covering of stabling area and 36 rainwater management Planning and tendering for specialist in 37 sustainable buildings Design review of sustainability from the 38 design offered from the ASAL consortium and interface management hereof in the design phases. Study on possible solutions to energy 39 optimize operational and maintenance practices. Implementation strategy hereof

Project 1: Innovative platform fronts and rebuilding of existing platforms Note 1: Start-up was initially planned for Q3, 2013. Start has been moved forward to Q1, 2015. This allows for a better coordination with the overall implementation of the investment programme and coordination with ASAL Consortium.

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Note 2: Tender material for external consultants has been prepared. Consultants has to make studies of solutions for the most efficient ways to rebuild platforms/implement platform fronts along the existing railroads. This includes establishing technical, architectural and economical requirements and basis for approval among stakeholders/owners. Furthermore, the consultants have to prepare tender materials and procurement for implementation. Procurement for external consultants is currently in process. Deadline for offers by consultants is 24.02.2015.

Note 3: Studies for the most efficient way to rebuild platform/platforms fronts along the existing railroads to gain acceptable platform design for a light rail system while still giving the possibility for rail freight.

Note 4: Procurement for consultants to make studies, detailed design and tender material for platforms and light rail line with freight capacity along the harbour front.

Note 5: Preparation of tender materials. Tender strategy to be discussed. Several tender processes will likely have to be planned.

Planned activities for the next reporting period: External consultants will be contracted Studies of solutions for the most efficient ways to rebuild platforms/platform fronts along existing railroads will be done by the end of June 2015. Procurement for consultants to prepare for the rebuilding of the existing tracks and platforms along the harbour front to a light rail alignment with rail freight capacity has completed.

Project 2: Smart solution to immunisation of legacy signalling assets at Aarhus H Note 6: As described in the Inception Report a new name for the project has been introduced. The name of the project has been changed from “Study on solutions to cross rail power supply from freight line (22 KV AC) and light rail line (750V DC)” to “Immunization of Legacy Signalling Assets.” The goals of the project are the same. As described in the original work programme the focus will still be on finding an innovative/smart delivery- from an environmental, technical and commercial perspective – of the immunization of legacy signalling assets as a result of electrification of the two existing railways. We find that the new title is more telling and therefor it will be easier to communicate scope of work and the results both internally and externally.

Note 7: An immense effort was put into the planning of this project. The initial plan was to hire technical assistance - via a procurement process - to make a study on innovative solutions for immunization. Instead, it was decided that AALRT and Rail Net Denmark should join forces in developing the studies. Working closely with Rail Net Denmark has many advantages. Rail Net Denmark own the signalling assets, and they are in charge of the approval process. Working with the asset owner and technical approvers has given a more holistic project approach. A project work group and steering group has been established. A project manager, specialist and technical approvers have been working closely together on the studies in order to find innovative ways to implement immunization in Aarhus Rail Yard.

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Note 8: Preliminary study of innovative solutions was completed in summer 2014. The study found two clear smart solutions

Subcontract (nb 5): - Rail Net Denmark: Studies and analysing possible solutions for Immunization of Aarhus H (signed 24.03.2014).

Note 9: Detailed studies and obtaining safety approval – to be completed end January 2015. An innovative hybrid solution has been chosen and approved by Rail Net Denmark. This applies a no risk traditional solution in areas were Rail Net Denamrk tracks are very close (tracks side by Side) to the new Light rail (this is replacement of DC relays with Larger and more expensive AC relays and associated control equipment. In low risk areas the project has successfully proven a new solution (to DK) of an extra parallel DC relay is sufficient to maintain safety. The detailed studies have resulted in an expected savings of minimum 5,4 MEUR (40 MDKR).

Subcontract (nb 6): - Rail Net Denmark: Detailed studies and safety approval of solutions for Immunization of Aarhus H (signed 07.07.2014).

Note 10: Prepare for tendering for installation of new DC relays. Design will commence in February and shall be completed, validated and approved by summer 2015. This will be the completion of the ELENA FUNDED work.

New AC relays will be ordered by the end of January 2014 – due to their long lead-time (non ELENA Funded)

Subcontract (nb 11): - Rail Net Denmark: Project management and preparation of tender material, new norms, approvals etc. for immunization of Aarhus H (signed 02.02.2015).

Note 11: Installation / Test and commissioning shall be completed by February 2016 (non ELENA Funded)

Planned activities for the next reporting period: Finish report for detailed studies for Detailed studies and safety approval of solutions for Immunization of Aarhus H Preparation of tender materials - Works contract signed with Entrepreneur Norm for design and commissioning of FETR-Track Circuits - Approved by Rail Net Denmark Final design validated - Approved by Rail Net Denmark

Project 3: Operational rules for Aarhus Light Rail Note 12: As described in the Inception Report works regarding the rebuilding of the signalling system missed the signature of the contract with EIB. The work was critical for the overall deadline and could not await the signature. A delay would have had consequence for the planned start of operations. Signalling was just part of the scope of work planned under this project; there is still a complex and innovative work that has to be done in order to build a safety system that incorporates the existing railway lines, freight train, training etc. A new name for the project has been introduced “Safety system – Operation Rules for Aarhus Light

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Rail”. The name of the project in the original application was “Study on the most appropriate light rail safety signaling system”. As described the goals of the project are the same as describe in the original work programme. Work will still focus on the safety system and defining operational rules. We find the new name of the project is more precise and easier to communicate.

As introduced in the First Biannual Progress Report the project described in the original application remote control operations and securing access of freight train in the rail system have been combined incorporated into the project regarding Operational Rules for Aarhus Light Rail.

Note 13: The organization for developing the operational rules has been established in a partnership between AALRT and ALDIS.

The safety management organization is in place. The Safety Management organization has been strengthen by hiring a PM/specialist as of October 1st 2013. The specialist will assist the Safety Manager in developing Common Safety Methods (CSM) for the safety approval process and getting approvals and permission for the rebuilding of the existing railway to light rail. It is expected that the project manager will work on the Operational Rules full time for the remaining of the project period.

Furthermore it is expected that the safety management team will consist of a person with a juridical background. This person has already been hired as part of the staff upgrade.

Note 14: Finished work plans for projects regarding Operational Rules. In this process, several pre-dialog meetings with NSA have been held in order to balance the expectations of the approval process and requirements for application materials.

Note 15:.A procurement for a project manager to provide technical assistance to the Safety Management team was finished in October 2014.

Subcontract (nb 8) - TÜV SÜD Denmark: Project manager to strengthen the safety management organisation with the development of Operational Rules (signed 20.10.2014).

Note 16: The preparation of the Operational Rules for the first light rail in Denmark is going according to plan. The work is complex and a close dialogue with NSA and the supplier of the light rail transportation system (ASAL Consortium) is needed. For this reason, the length of the project has been extended. It is expected that the project will run over the entire length of the Aarhus LRT project.

Planned activities for the next reporting period: Work on obtaining safety approvals for the rebuilding of existing railway will continue First draft of Development of Operational Rules will be completed by ASAL Consortium in corporation with AAL

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Project 4: Infrastructure management contracts and agreements with existing infrastructure owners Note 17: The organization for the work regarding infrastructure agreements have been established in a partnership between AALRT and ALDIS. This includes hiring of a project manager as of October 25th 2013.

Note 18: A mini tender under the Qualification System for a railway specialist has been prepared and procured.

Subcontract (nb 2) - Trailc: Specialist in infrastructure management contracts (signed 13.11.2013).

Note 19: Work on developing the framework for the Infrastructure management contract (meeting structure, supplies, milestones ) has been established. A project group is established. Meetings are held every two weeks.

Note 20: Work on obtaining an infrastructure management agreement with BDK has entered the negotiation phase. Several reports and memos have been produced in order to set a basis for negotiations. This means the most complex and critical part of the contractual framework for the integration of the Grenaa Railway Line has gained momentum. Innovative approaches have been applied to analyse, which models can be applied as a framework for the infrastructure agreements. The analysis has identified a number of challenges, which has to be manage and cleared in order to secure both legality and quality in the future work. The work was originally scheduled to run the entire length of the Aarhus LRT project. Due to a very focused and constructive dialogue, it is expected that the agreement will be in place by mid-year 2015.

Note 21: Dialogue with DSB regarding the ownership, maintenance of existing equipment along the Grenaa Railway Line has been initiated. It is expected that the agreement will be in place by mid-year 2015.

Note 22: The start of work on obtaining an infrastructure agreement with Midtjyske Jernbaner was originally planned to start Q1, 2014. The work has been postponed to Q1, 2015. It is expected that specialist in legal and tax related issues will be hired to help in this process.

Planned activities for the next reporting period: Work on obtaining the infrastructure management contracts with DSB, Rail Net Denmark and Midtjyske Jernbaner are in the finishing phases.

Project 5: Smart interlocking – New project Note 23: Based on our very positive result with the immunisation of legacy signalling assets a new project has been initiated.

Project 6: Energy Efficient Power Supply System and OCS Note 24: The AALRT-Qualification System has been expanded with a category regarding energy planning and energy consultants. A mini tender was held in order to procure electrical

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specialist to strengthen the current project organisation within ALIS regarding energy planning and interface management towards the power supply utility companies.

The work is slightly delayed compared to the original application. This is primarily due to the fact that the mini-tender procurement had to await process regarding the expansion of the qualification system.

Subcontract (nb 7) – Kuben Management: Specialist energy planning and energy optimization (signed 18.08.2014).

Note 25: Several meetings have been held with the electrical companies along the alignment. Interfaces and concepts for the switching was discussed. The utility companies have not provided electricity to a light rail system before. Especially concerns regarding fluctuations in power loss/power taken has to be handled as well as clarification of the interfaces with the power substations provided by ASAL Consortium.

Note 26: Tendering for experts regarding OCS and light rail power systems. Experts to perform project management and design reviews of preliminary and detailed design of the OCS – system delivered by ASAL Consortium. The specialist will strengthen the current project organisation within ALIS. This knowledge is not present in the organisation.

Subcontract (nb 9) – Atkins Danmark A/S: Specialist in OCS and light rail power systems (signed 12.12.2014).

Note 27: Experts to perform design reviews of the preliminary and detailed design of the power supply system/power substations to be delivered by ASAL Consortium in a turn-key contract.

Planned activities for the next reporting period: Finish concept for switching with the power utility companies. Complete design review of the preliminary design of the OCS system of Aarhus Light Rail.

Project 7: Energy Storage and conservation Note 28: Contract have been signed with a specialist consultant in energy planning of railways. The specialist has developed an innovation evaluation model to be used as part of an LCC evaluation in our procurement process for the transportation system. The consultancy has led to a more precise scope of work has been defined in the tender material. For instance, criteria’s for parked train management - that has a potential to reduce energy consumption – has been added. The model is to be use throughout the rest of the tender process, implementation and operation.

Subcontract (nb 1) - Macroplan: Technical assistance – evaluation model LCC – energy (signed September 11, 2013).

Note 29: Tendering for energy consultants to make studies on possibilities to optimize the energy system of Aarhus LRT via energy storage and means of conservation. To optimize the

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consultancy and understanding of interfaces. The procurement was completed as part of the tender consultancy regarding power supply.

Subcontract (nb 7) – Kuben Management: Specialist energy planning and energy optimization (signed 18.08.2014).

Note 30: A study (Idea Catalogue) with ideas for energy storage and conservation has been completed. The Idea Catalogue have made a listing of proposals for energy optimizations. The proposals included have different potentials and investment requirements.

Note 31: Detailed studies of potentials for energy optimization within the light rail power system will be investigated. It is expected that these will include:

o Energy Efficient rail switches in Aarhus Light Rail o Energy Recovery System and Energy Storage o Energy efficiency in substations via monitoring historic data

Note 32: Detailed study of the potential for implementing a Driver Advisory System at both the existing and new light rail alignment will be developed.

Note 33: Strategy for implementation will running adjacent to the studies. The studies will be used as a basis for decisions on whether to invest in the establishment of energy management at parts of the light rail system.

Planned activities for the next reporting period: Detailed studies of potentials for energy optimization within the light rail power system have started. Detailed study of the potential to implement Driver Advisory System has been initiated.

Project 8: Sustainable CMC Note 34: As described in the Inception Report this is a new project compared to the original work programme. Although we have highlighted that we would like to work towards getting CO2 neutral facilities CMC (see Annex 1, section 3). We have not highlighted our intention to work on this project good enough in the original application. Following EIB approved for the Aarhus LRT project to incorporate Sustainable CMC as part of the activities in the Project Development Services.

Note 35: Consulted a specialist in sustainable buildings to support the technical evaluation of the CMC in the tender phase of the transportation system. The consultancy provided a scrutiny of the bids with focus on sustainability. The consultancy has led to more precise definition of the energy class for the CMC.

Note 36. A study and business case for covering of the stabling area by the CMC has finished. The memo shows a good payback time and list that a covering can lead to reduced energy consumption to heating/cooling of trains, de-icing etc. The report has been presented to the

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ALDIS board. Furthermore, initial studies for rainwater management has been produced. It is planned that the rainwater will be used for tram wash.

Subcontract (nb 4) – COWI: Consulting regarding business case for stabling area and consulting in the tender phase (signed 11.03.2014).

Subcontract (nb 3) – NorConsult: Memo regarding experiences in Bybanen, Bergen - input to business case for covering of stabling area (signed 10.02.2014).

Note 37-39: Procurement for experts to strengthen the current project organisation within ALIS regarding sustainability of the Control- and Maintenance Centre (CMC). Experts to perform design reviews of the preliminary and detailed design of the CMC regarding sustainability. Exsperts to make study on possible solutions to energy optimize operational and maintenance practices of CMC.

Subcontract (nb 10) – Alectia: Consulting regarding sustainability of CMC (signed 19.01.2015).

Planned activities for the next reporting period: Finish review of preliminary and detailed design of CMC regarding sustainability Finish study on possible solutions to energy optimize operational and maintenance practices of CMC.

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Appendix B Contracts for technical assistance

External experts/subcontracts committed/completed during the reporting period

Nb of Name of Short description of Expected total Duration of subcontracts Procurement Tender Comments subcontract external mission costs of (start and end date) procedure publication consultant / subcontracts applied references subcontractor (e.g. OJEU EUR announcement)

1 Macroplan Specialist in transport LCC 55.000 EUR 03.09.2013 31.12.2015 Invited offer None Consulting and innovation 2 Trailc Specialist in infrastructure 112.500 EUR 13.11.2013 31.12.2015 Mini –Tender 2013/S138- Mini –Tender under management contracts 240326 Qualification System 3 NorConsult Memo from specialist 1.000 EUR 10.02.2014 30.05.2014 Invited Offer regarding covering of stabling area and experiences from Bybanen in Bergen. Input to business case for covering of stabling area. 4 COWI Business case for covering of 8.000 EUR 11.03.2014 31.12.2014 Invited Offer None stabling area. Consulting in the tender phase for the transportation system regarding sustainable CMC. Screening and advice regarding tender offers 5 Rail Net Study of requirements and 77.000 EUR 24.03.2014 30.06.2014 Invited Offer None Denmark possible solutions for immunization for Aarhus Central Station Area. 6 Rail Net Detailed study of functional 116.800 EUR 07.07.2014 31.09.2014 Invited Offer None Denmark requirement, implementation (extended to strategy, tendering strategy, 01.02.2015) start approval process and

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detailed budget for implementation of the technical project for immunisation of Aarhus Central Station area 7 Kuben Consulting for experts to 120.800 EUR 18.08.2014 31.12.2015 Mini-tender 2013/S138- Mini-tender under Management strengthen the project 240326 as Qualification System organisation regarding energy amended by planning and interface 2014/S 025- management towards the 040214 power supply utility (update) companies. Experts to perform design reviews of the preliminary and detailed design of the power supply system/power substations to be delivered by ASAL Consortium in a turn-key contract. Study on energy optimisation of the Aarhus Light Rail transportation System. 8 TÛV SÜD Project manager to strengthen 137.000 EUR 20.10.2014 31.12.2015 Mini-tender 2013/S138- Mini-tender under Danmark the work regarding developing 240326 as Qualification System the first set off operational amended by rules for a light rail system in 2014/S 025- Denmark. 040214 (update) 9 Atkins Danmark Consulting for experts to 119.000 EUR 12.12.2014 30.06.2016 Mini-tender 2013/S138- Mini-tender under A/S strengthen the current project 240326 as Qualification System organisation within ALIS amended by regarding overhead catenary 2014/S 025- system and light rail power 040214 systems. (update) Experts to perform design reviews of the preliminary and detailed design of the overhead catenary system delivered by the ASAL

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Consortium in a turn-key contract. 10 Alectia A/S Consulting for experts to 33.500 EUR 19.01.2015 30.06.2016 Mini-tender 2013/S138- Mini-tender under strengthen the current project 240326 as Qualification System organisation within ALIS amended by regarding sustainability of the 2014/S 025- Control- and Maintenance 040214 Centre (CMC). Experts to (update) perform design reviews of the preliminary and detailed design of the CMC regarding sustainability. To make study on possible solutions to energy optimize operational and maintenance practices. 11 Rail Net Project management and 577.200 EUR 02.02.2015 31.12.2015 Direct award 2014/S 240- Fiche for requesting ex- Denmark preparation of tender material, without formal 422815 ante comments on terms new norms, approvals etc. tendering of reference for large regarding the immunisation of procedure. Transparency contracts has been track circuits at Aarhus notice submitted to ELENA. Central Station area. published at An independent, legal ted.europe.eu assessment has been prepared Award of contract approved by ELENA office via mail 05.01.2015

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Appendix C Financial statement – number 3

European Investment Bank ELENA - European Local Energy Assistance Financial Statement Name of project: Aarhus LRT Project Number of project: ELENA – 2011 -031 Reporting period from: 16/07/2013 to 15/01/2015 aa/bb/cc to xx/yy/zz Currency used: (three letter abbreviation) EUR1 STAFF COSTS (Justification for labour costs may be requested by the Bank)

Line Name Category name Number Hourly Staff costs N° (e.g. senior expert, of man- rate amount engineer, etc.) hours (average) A B AxB 1 Britta Degn Project Director 1.395,00 77,59 108.242,27 2 Birger Christensen Project Manager 1.573,60 66,16 104.102,00 3 Helle Koch Di Diego Specialist 918,00 57,31 52.609,98 4 Willy Pedersen Controller 235,00 67,36 15.828,86 5 Jens Velling Communications 55,50 54,74 3.038,17 Total 4.177,10 283.821,28

The cost of staff assigned to the action, comprising actual salaries plus social security charges and other statutory costs included in the remuneration, provided that this does not exceed the average rates corresponding to the beneficiary's usual policy on remuneration. EXTERNAL EXPERTS / SUBCONTRACTING

Line Name of Subcontractor Description of the work Amount N° undertaken Specialist in transport 1 Macroplan LCC and innovation 32.509 Specialist infrastructure 2 TrailC management contracts 46.288 Specialist consultancy regarding covering of 3 NorConsult stabling area 623 General consulta20ncy regarding sustainable CMC. Energy review of 4 Cowi tender offers. 7.959 Analysis immunization for Aarhus Central Station 5 Banedanmark (Rail Net Denmark) Area (Phase 1) 54.613 Detailed studies for immunization for Aarhus Central Station Area 6 Banedanmark (Rail Net Denmark) (Phase 2) 137.012

1Exchange rate is calculated at 7,4444 according to principles in article II.11 in the Aarhus LRT contract

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Specialist energy planning towards power utility companies and studies of energy optimization of the light 7 Kuben Management rail system 35.923 8 TÛV SÛD Danmark PM Operational Rules 30.145 Independent legal 9 Bech Bruun Assessment 3.062 Total 348.135 TOTAL ELIGIBLE COSTS FOR THE PERIOD Direct staff costs 283.821 External Experts / Subcontracting 348.135 Total 631.956

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