a case study from denmark - irse.org 30032012... · a case study from denmark danish signalling...
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A Case study from Denmark
Danish Signalling Programme
Bent Ahlgren, Banedanmark and Anders Møller, Rambøll
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Agenda
1. The basis for the Danish Signalling Programme
2. Procurement Phase
3. Way ahead
4. Benefits
o Punctuality
o Safety
o Improved operational procedures
o Capacity
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Background of the Signalling Programme
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Danish signalling needsto be renewed now
Banedanmark is the owner of DK railway infrastructure:• Replacement• Maintenance• Operation
60% of all signalling will exceed absolute final service-life within 15 years
Life of DK- ATC expires in 2020
It takes 10-12 years to renew all signalling assets.
More systems have risk of serious breakdowns even today.
50% of today's train delays are due to signalling failures.
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A total renewal of the signalling system minimize total cost and provide better performance
A total renewal is the best solution:
• Cheapest and fastest implementation• Provides higher punctuality and capacity• Most benefits for the passengers• Benefits are achieved faster
2006: Strategic political decision of a total renewal strategy
2007-08: Detailed plans & budget for a total renewal programme
Jan 2009:Final political decision for a fully financed total renewal programme was decided by the Danish Parliament
Feb 2009-12: Signalling Programme procurement phase
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Two different systems
Conventional network (Fjernbanen):
ERTMS 2 and modern centralized signalling infrastructure and onboard
S-banen:
Modern metro/urban system. CBTC
More interfacing projects: Fixed transmission network, STM, GSM-R etc
New operational rules
No Fall Back System
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The logic in total renewal
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Better prices
• Economies of scale
• International competition
• Learning curve effect
Quantum leap in technology
• EC standard component, redundancy of central components, higher availability
• Few safety approvals
• Few interfaces
Savings on operations and uniform safety
• Reduction in maintenance costs
• Simpler and safer operational rules
• Fewer Traffic Management sites and reduction in staff
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Procurement Phase
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Contract strategy
Design Build Maintain contracts
• 2 Contracts on main & regional lines (East and West)
• 1 Supplier 2 contracts on the S-bane including all rolling stock
• 1 Contract for on-board main & regional rolling stock
• GSM-R data included in GSM-R tender starting now
Framework type contracts that allow fitting of new lines
Possible option for ERTMS regional
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East contract
West contract
TMS Coordination by suppliers
Rolling stock contract
All supply & implementation from track to TMS
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Status
• S-bane - 5 bids received
• Contract awarded to Siemens
• Within target budget, time frame 2020 > 2018
• Main Line (Fjernbanen) – 6 bids received
• 2 Contracts awarded to Alstom (East) & Thales-Balfour Beatty Rail (West)
• Within target budget
• On-Board – 5 bids received
• Contract awarded to Alstom
• Within target budget
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Approach
• Early dialog with suppliers
• Marked research, purchase what the market is able to supply
• Minimum development risk approach. Only calculated and limited
development risks
• Functional requirements: let the Supplier supply existing systems
• New operational rules: remove national monopoly barriers
• Dedicated organisation and international team
• Negotiated procedure
• Close involvement of our owners
• Start collaboration approach
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What we did to achieve this
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Strategy: Benefit perspective
But total replacement gives more benefits than traditional replacement
• Enhanced punctuality
• Enhanced Capacity on selected lines
• Uniform safety level in whole country
• Optimizing maintenance
• Optimizing the train control organisation
• Optimising advanced train control
• Enhanced passenger information
• Driver for a transformation of Banedanmark
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Re-signalling naturally gives limited benefits compared to cost amount
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Roll out strategies: cost perspective
Focus on cost drivers:
• TRUE COMPETITION. Buy what the industry has on the shelves. New Ops.
Rules, etc
• High numbers of units = cheaper unit price,
• Same supplier: same solution, same interfaces, very few approvals
• ”Factory production” installation (installation 25% of the cost)
• Less track mounted equipment = installation outside possession hours.
• Achieving learning curve effect
• Optimizing possessions.
• Collaboration Programme management: cost of disputes
• Discuss safety level from a ”total perspective”
• Choose cost consentive solutions: GPRS rather than ERTMS 1 on stations,
no back-up, no shunting, development of a ”suitcase solution”
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As there is no real standard, SP opted for Economy of scale
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Way ahead
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Roll-out until 2021
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Starting 2009, it will take 10-12 years to carry out the total renewal
Two contracts for the conventional network
One framework contract for on-board equipment
Contract interface at Lillebælt
Roll-out phases:
•Early deployment
•Main lines
•Regional lines
•Low density lines
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The S-bane
One contract
Technology: Suppliers well proven “metro” type system e.g. CBTC
Early deployment line:Jægersborg - Hillerød
Roll-out starting from end branches towards centre of Copenhagen
Last, the central lines: Risk-minimising approach
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What does it mean for Banedanmark and the employees ?
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Reorganisation during the next 12 years with impact on:
–All traffic management staff in Banedanmark
–All signalling technicians
–Train drivers with the train operation companies
Changes include:
–New operational rules
–New workplace systems
–New places of work geographically
–and more…
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The expected benefits
o Punctuality
o Safety
The Signalling Programme
o Improved operational procedures
o Capacity
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Punctuality
80 % reduction in delays caused by signalling
Reduction in delays caused by signalling
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Safety
Uniform level of safety country wide
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Improved operational procedures
Railway Undertakings, Privat Lines, Infrastructure Managers: 4.700
Banedanmark (excl. BDK Produktion): 450
Contractors (incl. BDK Produktion): 1.000
TOTAL 6.150
Time needed to meet training requirements
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Capacity
Double up in 2020
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Thank you for your attention