a case study of ppp procurement of railway infrastructure
TRANSCRIPT
A case study of PPP procurement of railway
infrastructure including ERTMS Level 2
High-speed line Madrid-Castilla la Mancha-ComunidadValencia-Murcia: Section Albacete-Alicante
DG MOVE and INEAIn collaboration with Adif, Alstom and the European Investment Bank28 May 2014
Table of contents
SLIDE 2 Objectives of the case studySLIDE 3 The Global Project: Albacete-Alicante HSLSLIDE 4 The PPP Project profileSLIDE 5 Project main counterpartiesSLIDE 6 Project financingSLIDE 7 Project budgetSLIDE 8 Project descriptionSLIDE 10 PPP tender preparationSLIDE 11 PPP tender processSLIDE 12 Project TEN-T grant supportSLIDE 13 ERTMS deployment action timelineSLIDE 14 Risk sharing analysisSLIDE 17 Construction and certificationSLIDE 18 Main lessonsSLIDE 19 ReplicabilitySLIDE 20 ANNEX I ERTMS
Main contributors
Objectives Outline the process underlying the decision to
proceed with the PPP procurement model Identify the role of Private-Public Partnership
(PPP) procurement and TEN-T support in thecase of an ERTMS deployment project in Spain
Investigate risk identification, risk transfer,contract management and certificationprocedure
Discuss the possibility of replicating theapproach in other projects and regions
Motivation
The case study explores best practice in the PPP procurement of ERTMS
Objectives of the case study
The case study was developed on the initiativeof the European Commission in closecooperation with the main stakeholdersincluding Spanish publicly-owned railwayinfrastructure management authority, Adif;Alstom, the key private sector technologyprovider; and the EIB as structurer andlender.
The case study is developed on the basis of anERTMS deployment project on a Spanish high-speed railway line
Spain is a recognised leader in ERTMS The project received grant support from the
TEN-T programme under ERTMS deploymentpriority for the certification process
Both public authority and private partner findthe cooperation under the PPP contractbeneficial
Approach
1. Present the current status of the project andinvestigate its preparation process from thepoint of view of risk-sharing agreements
2. Provide a general overview of ERTMSincluding technical and organisational issues,as well as summarize current status of itsdevelopment in Spain
3. Suggest the ways to transfer best practices toother ERTMS projects based on the gatheredevidence and real life experience
Adaptation to high speed of the 65 km routeand existing facilities between Albacete andAlmansa
Construction of a new high-speed track-bedfor 100 km between Almansa and Alicante
Installation of S&T facilities in the 165 km ofHSL (High Speed Line) double track betweenAlbacete and Alicante, including railwaystations and passing tracks
*Main elements of S&T facilities
Main high-speed line project components
Albacete-Alicante line is one of the most complex routes in Spain
The Global Project: Albacete-Alicante HSL
Source: ADIF
High-speed network development
Infrastructure Stations Superstructure Substructure Signalling and Telecommunications,
main focus of PPP contract* Passenger operators
Freight operators
Capacity allocation and traffic management
Works performed in Albacete-Alicante
Madrid - Castile-La Mancha - Valencia
region - Murcia regionhigh-speed line (HSL)
ERTMS
Signalling system (ETCS)
Rail telecommunication system (GSM-R)
Complementary safety (detection) systems
Integration into the Operational Commandcentre
Interface between infrastructure S&T systemsand the on board rolling stock subsystems(ETCS and GSM-R radio equipment)
Albacete-Alicante165 km section
Project timeline
Project highlights
PPP project addressed the S&T requirements of Albacete-Alicante HSL
The PPP Project profile
Source: ADIF, ALSTOM
Project objective Design and installation of traffic control
systems, fixed and mobile telecoms andsecurity systems in the HSL Albacete-Alicante(165 kms)
Design and installation of S&T systems ofexisting conventional line La Encina-Alicante(69 kms) affected by incompatibility with HSLelectrification system
Maintenance (routine & life cycle) of HSLinstallations only, not those for conventional
The tender was awarded in December 2011 toan SPV consisting of four industrial partners
The duration of the Design, Build, Finance,and Maintain (DBFM) contract is 22 years. TheEIB loan is 17 years, commensurate with theeconomic life of the asset.
Total contract value €271.1 mln ERTMS deployment with total budget €22.2
mln was co-funded through a TEN-T grant
Design 4 months
Execution of works 16 months
System validation and verification of the layout4 months
Construction period 2 years
Maintenance period20 years
A state-owned company that reports to theMinistry of Public Works and Transport
Responsible for:• the administration of railway infrastructure
(tracks, stations, freight terminals, etc)• managing rail traffic• distributing capacity to rail operators• the collection of fees for infrastructure,
station and freight terminal use
ALSTOM is the leader of the winning consortiaalso consisting of EMTE, Isolux Ingenieria, CAF
A global leader in the field of powergeneration, power transmission and railinfrastructure
Leader in the deployment of ERTMS in Europe
Offers a broad spectrum of products andservices from rolling stock to signalling,infrastructure and complete turnkey systems
Other stakeholders
ALSTOM is the leader of the winning consortia – Albali Señalización
Project main counterparties
Source: ADIF, ALSTOM
European Investment Bank: The EIB is the European Union's bank. It provided technical support in structuring the PPP as well as being the main lender to the project.
Centre of research and studies of the Ministry of development: laboratory in Spain performing testing of interoperability between the different components of the ERTMS
European Railway Agency: Agency for the EU that regulates the policy development and the standards and specifications of the European rail system
Notified body: Certifies the Declaration of conformity and suitability of the system
Investment highlights
Project financing
Total Project Costs
44%
16%
12%
10%
8%8%3%
CDC Infra
Fond ICO
ALSTOM
ADIF
EMTE
ISOLUX
CAF
Equity holders
Total: €13.2 mln
Equity of the SPV was predefined at 10% of the total construction phase CAPEX in order to increase guaranteesunder the construction phase. Equity requirements reduced to 5% of CAPEX during maintenance phase
Adif’s 10% equity stake, requirement for bids, made it eligible for representation on the board of directors andpromotes alignment of interests with SPV while maintaining independent decision-making and governance
Financial investors (CDC Infra & Fond ICO) allowed to join industrial equity partners either before BAFO or aftercontract signature, balances equity contribution while keeping industrial competence tied to long term equityperformance
Fond ICO provided a safety buffer in the form of €13 mln subordinated loan
The EIB offered same terms to all bidders, helped ADIF to attract competitive bids. The EIB provided €77.6 mlnloan based on a trilateral agreement with the Spanish Ministry of Public Works and ADIF
Payment mechanism comprised of deferred investment payment and maintenance components. The deferredinvestment payment is not subject to deductions, high quality cash flow drove efficient cost of funds from EIB.
77.6
53.0
13.213.0
EIB loan
Proportion of CAPEX fundedby ADIF during construction
Equity
Subordinated loan from FondICO
Total: € 156.8 mln
ADIF represents the public sector and also has a minority stake in the SPV
Project budget
Contract value in € mlnFinancial modelling aspects
The feasibility study covered the whole lifecycle of the project
A feasibility study was done in order to definetendering amounts according to technicalrequirements
Apart from CAPEX and OPEX budgets, the studiesalso covered availability payment mechanism,discount rates, equity structure, duration of theproject
S&T facilities account for a small share ofconstruction phase costs (around 8%) but becomethe most important cost factor in the maintenancephase (around 30%)
2 years40% of CAPEX
Revenue breakdown of the SPV
60% of CAPEX15 years
20 yearsDebt interest service, O&M costs, replacement, taxes, equity payback and IRR
Tendered Awarded Change
CAPEX* 213.4 132.6 -38%
Construction phase (40%) 85.4 53.0 -38%
Deferred payments (60%) 128.0 79.6 -38%
OPEX 165.3 105.4 -36%
Financial costs 48.5 33.2 -32%Total contract value** 427.2 271.1 -37%
Note: *Capex figures do not include Design and Supervision, Technical Contingencies and SPV costs.**Total contract value includes ERTMS budget. Tendered ERTMS budget was €31.7 mln, while awarded amount was € 22.2 mln
PPP project preparation
Main activities
Project description
Early involvement of EIB facilitated provision of technical assistance, includingdrafting of tender documentation with external legal assistance and review oftechnical specifications. Availability of EIB financing was incorporated into tenderdocuments, creating better transfer of financial value
The objective of the PPP contract was to integrate detailed design, construction andmaintenance phases in order to minimise integration risk between the phases
In March 2010, procurement of legal and financial consultant (Deloitte) signalledfinal documentation preparation phase. The final PPP contract covered design,construction, financing and maintenance of S&T facilities (DBFM)
PPP procurement and resulting project finance structure facilitated access to bankfinancing and reduced the reliance on solely state and corporate resources
The private partner could make independent decisions on the allocation of theproject budget between construction and maintenance phases. Considering the highmaintenance costs of the S&T components, using a life-cycle approach helps toreduce overall costs.
Tender procedures
5 groups prequalified based on 30% financial and 70% technical criteria
The first delivery of economic and technical proposals was followed by a negotiatedprocedure. All consortia had access to EIB financing for financial proposals.
The contract was awarded to a consortia led by ALSTOM Transport based onsubmitted BAFO, assigning equal weight to financial and technical characteristics
Detailed design and 'greenfield' construction of only ERTMS Level 2 led to savingsduring both the construction and maintenance phases
Focus on signalisation attracted technology specialists able to mitigate performancerisks , drove competitive bids without civil construction contingencies
The main interface risks were related to the interface between ERTMS from differentsuppliers in Albacete and managing the transition from ERTMS Level 0, 1, 2 areas(in other sections) to the ERTMS Level 2 area
Main activitiesProject description
Funding/Financing
Construction
Certification and inter-operability
Full responsibility for the certification process lies with the private partner
ADIF through their safety services, approve the safety dossiers and apply to SpanishNSA for the operation authorisation
After the approval tests, the reliability period checks interoperability using trainsequipped with ALSTOM and TALGO-Bombardier technologies
Initial industrial partners participating in the equity of the SPV were joined prior tothe financial close by two public investment funds – Fond ICO and CDC Infra
Fond ICO provided a subordinated debt facility as a contingency buffer
The early involvement of EIB allowed the cost advantage of EIB lending to betransferred to the public sector; EIB long term debt proved to be crucial for thefinancial close
EIB was not exposed to performance risk on deferred CAPEX payments which droveefficient pricing of EIB loan made available to consortia
TEN-T grant of €4.44 mln (50% co-funding of eligible ERTMS costs), representing20% of the total ERTMS investment and 3% of the project's CAPEX.
Public sector considerations
PPP tender preparation
Key dates
27 August 2010Announcement of PPP procurement
5 February 2011Request for proposals (RFP)
15 June 2011Tender delivery
11 October 2011Best and Final Offer (BAFO)
5 December 2011Contract award
The role of advisors
Analysis of previous PPP experience
Risk identification
Drafting of legal clauses
Definition of a financial model
Preparation of a user guide
Two execution strategies were analyzed:1) Public procurement: monthly payments
during the construction phase, mid-termmaintenance period
2) PPP model with long term maintenance
A feasibility study defined tendering amountsaccording to technical requirements
NPV estimated using 5% discount rate
Chose one contract to avoid interface risks
Technology-based PPP kept focus onmaintenance rather than civil construction risk
Coordination of civil and S&T works important
Expected benefits of PPP procurement
Pathfinder project for public sector and EIB
Cost reduction from project re-design andprivate sector involvement
Construction transitions maintenance phasewith low interoperability risk and lower cost
Deferred CAPEX over 15 years
PPP procurement preparation and execution process took two years
25 May 2012Financial Close
Tender procedure took nine months
Private sector considerations
PPP tender process
Procurement phase
5 Feb 2011 - 31 Mar 2011Prequalification:
Legal, administrative, technical and financial28 Apr 2011 – 7/8 Sep
2011Bid & Negotiation Phase:
Negotiated procedure
7/8 Sep 2011 – 11 Oct 2011End Phase:
Invitation and delivery of BAFO
Five consortia bid for the project
Alstom Transport, EMTE, Isolux Ingenieria,CAF
Ansaldo, Inabensa, Telvent
Thales, Cobra, Dimetronic
Siemens, FCC, Indra
Bombardier, EyM instalaciones, Guinovart
The Spanish Minister of public worksannouncement in March 2010 enabled legaland financial consultants to finalisedocumentation prepared in collaboration withthe financial community and transport sector
Pre-qualification evaluated financial capacity(30%) and technical capacity (70%)
Negotiated procedure with 5 groups based oneconomic and technical proposals
The contract was awarded based on BAFOusing 50/50% technical and financial criteria
The combination of construction and long termmaintenance in one contract optimised theallocation of CAPEX and OPEX. Private partnerexpected benefits in costs and to optimisebidding strategy as an alternative to frequenttendering of short term maintenance contracts
The PPP model shifted financing fromcorporate to project finance schemes, lessburden on corporate financial resources,access to attractive EIB loan, ability to bring infinancial investors (CDC Infra and Fond ICO)
TEN-T grant action objective
Equipping 165 km of double-track railway lineAlicante-Albacete with the ETCS level 2, whichwill comply with the baseline version 2.3.0d
TEN-T grant supported the funding of ETCSand certification
TEN-T grant support
The grant covered ERTMS deployment – an important element of the S&T
Project TEN-T grant support
Source: ADIF
Project design and ERTMS L2 real deployment First phase: presentation of a detail project design by the supplier and approval
by ADIF, in accordance with requirements on functionality, interoperability andoperational rules of ERTMS L2
Second phase: installation of all the field elements, software development anddata programming
Subactivity 1
Subactivity 2
Tests, certification, approval and place in service ETCS elements are tested both in lab and on-track to verify the correct
integration of ERTMS L2 with signalling systems (interlockings) andcommunications GSM-R
Subactivity 3
Preparation of awarding documentation and tendering of the contract The procurement performed by the means of a process of public private
partnership (PPP)
Total ERTMS budget €22.20 mil
Total eligible cost €8.88 mil
Total EU contribution (50%) €4.44 mil
Beneficiary ADIF
Overview of the action
1 Contract award
2 Start of project design
3 ADIF Project design official approval
4 CE Conformity Certification
5 Start of ERTMS L2 track deployment
6 50% ERTMS track deployment completion
7 ETCS L2 software completion
8 Completion of GSM-R Network
9 Completion of ERTMS track deployment
10 GSM-R Quality of Service Tests
11 Completion of tests and reports to the ERA
12 EC Conformity declaration of track subsystem
13 Request submission for NSA authorisation
14 NSA authorisation granted
15 Putting into commercial service in L2
TEN-T Action 2011-ES-60002-P
ERTMS deployment action timeline
Feb 2011 Nov 2011 Aug 2012 May 2013 Jun 2014
EU (TEN-T) grant milestones Timeline
Dec 2011
Dec 2011
Mar 2012
Feb 2012
Apr 2012
Dec 2012
Apr 2013
May 2013
Mar 2013
Mar 2013
Nov 2013
Dec 2013
Apr 2014
May 2014
May 2014
Land acquisition
Force majeure
Operator incidents
Early debt termination
Inflation
Geological
Changes in regulations
Project amendments
Financial closing
Refinancing&insurance
Design&Construction
Maintenance costs
Availability
Level of service
Interest rates
Technology
Public partner risks
ADIF was responsible for the expropriationand acquisition of the land needed for theproject execution. The private partner could nothave done it more efficiently. Impact on costs,and construction term was assumed by ADIF.An important risk in civil works, less so for thisaspect of the HSL global project.
The contract will be re-negotiated in such casesof force majeure as:
fires caused by atmospheric electricity natural catastrophic effects wartime damage, looting serious disturbances of public order,
strikes in the SPE, ADIF or RENFE ADIF will be in charge of the recovery of
compensating damages from rail operator inthe case of incidents
In case of early contract finalization ADIFcan choose between taking over of the currentdebt or make an early repayment. ADIFrecognized that debt will not be affected bydeduction or compensation for early finalisation
Risk sharing analysis
Public Private
Risk sharing matrix
The PPP's scope included design, construction, financing and maintenance
Land acquisition
Force majeure
Operator incidents
Early debt termination
Inflation
Geological
Changes in regulations
Project amendments
Financial closing
Refinancing&insurance
Design&Construction
Maintenance costs
Availability
Level of service
Interest rates
Technology
Shared risks
Geological and archaeological risks is theresponsibility of the SPV, a minor risk in thiscase. A more significant risk in the civil workswhich could lead to a contract modification
Cost due to general regulatory changes ispaid by the SPV up to 15% of the awardingcost. The SPV is entitled to a compensation forthe costs generated by specific regulatorychanges
ADIF can authorize public interest projectmodifications up 10% of the awardedcontract. Amounts over 10% may be a causefor contract termination
SPV was responsible for starting the contractexecution in 6 months after the awarding dateregardless of the financial close. ADIF hadthe right to prolong the period and to sharerisk conditions of financial close in exceptionalcases
ADIF shares the risks of insurance costsincreasing by more than 100%
In the case of debt refinancing ADIF isentitled to share 50% of benefits with the SPV
Risk sharing analysis
Public Private
Risk sharing matrix
The PPP's scope included design, construction, financing and maintenance
Land acquisition
Force majeure
Operator incidents
Early debt termination
Inflation
Geological
Changes in regulations
Project amendments
Financial closing
Refinancing&insurance
Design&Construction
Maintenance costs
Availability
Level of service
Interest rates
Technology
Private partner risks
Detailed design, subject to ADIF's approval,was done by the SPV based on the initialproposal provided by ADIF in the tender phase
Deadline risk for project design, as wellas any mistakes from the draftingprocess were also with the SPV
The private partner undertook constructionrisks with the exception of force majeure,geological, archaeological events or reasonsattributable to ADIF
Maintenance cost risk was SPV'sresponsibility except for changes due toregulatory and 'progress clause' upgrades
Availability Risk estimated through definedindicators: Quality, Availability and Reliability
Technical risk and interface risks relatedto the interface between ERTMS from differentsuppliers were addressed by the private side
The scope of this obligation is limited tothe duty to maintain awarded facilitieswith their original features or updatedthem if ADIF authorises them
Risk sharing analysis
Public Private
Risk sharing matrix
The PPP's scope included design, construction, financing and maintenance
Certification and interoperability
The private partner undertook the full responsibility for the certification process, costs included inBAFO
ISA and NOBO requirements to be fulfilled by the private partner
ADIF, through their safety services, approve the safety dossiers and apply to Spanish NSA for theoperation authorisation
After approval tests, reliability and endurance period have been planned to check interoperability withS/100 trains from ALSTOM and S/130 trains from TALGO-Bombardier Technology
Technical components of the project
Construction and certificationTechnical aspects
Signalling – ERTMS Level 2 :
ETCS Radio Block Center, eurobalises, interlockings,
track circuits, point machines, axle counters.
Telecommunication System:
Optical fiber network and copper network,
SDH network // Ethernet network,
CTC // Control desk ERTMS,
Integration in Madrid and Albacete CRC
Civil protection system:
CCTV Devices (Detection and access control),
Detection devices (lateral wind, hot box detectors…)
GSMR: BTS, BSC, Other infrastructure
Accelerated project realization schedulethrough use of DBFM contract
Construction requirements and maintenanceindicators were defined by ADIF standards;technical aspects did not differ from other S&Tcontracts
Installation of ERTMS-2 without backups onHSRL (greenfield construction)
Implementation of modifications of ERTMS-2needed additional tests in an Alstom lab
Train protection systems provided are ASFAand ERTMS Level 1 and Level 2
Integration of the rest of subsystems
Potential improvements
Main lessons
More timely communication with ERA More stable regulatory environment with respect ERTMS Clearer description of technical, legal and financial requirements More pro-active support from the public sector in the process of attracting finance Closer investigation of the project bond strategy for securing long term debt financing Better incorporation of feedback from tendering and construction phases in new PPP contracts Earlier application for EU grants for feasibility studies
Success factors Main challenges
Pro-active role of the public partner (Adif) toinvolve the EIB early in project preparation
Adif technical expertise key to successfulevaluation of bids during PPP procurement
The EU support through the EIB loan atfavourable interest rates, added value of EIBtransferred to public sector
Equity partner (Fond ICO) provided asubordinated loan that served as a buffer andhelped to complement the EIB loan
Scope of risk transfer and alignment ofinterests was optimal for ERTMS project
The lack of available financing fromcommercial banks – very difficult marketconditions
Extra guarantees that private sponsors(mainly the industrial ones) had to provide
Uncertainty about the technological evolutionof GSM-R mobile telecommunications
Risks associated with regulatory changes atthe EU level
Pathfinder project, untested model
Replicability
Replicability
Preparation Phase:
PPP projects that get EIB involved in the preparation phase improve ability to reach financialclose, benefit from ‘signalling effect’ of EIB endorsement and EIB due diligence
The PPP scheme is applicable for superstructure projects (signalling, electrification, substation):
Timing issues drove carve-out of essential traffic control systems into PPP model: ERTMSplus complementary works necessary for ERTMS operations , proved to be ideal toseparate civil works with large capex and high construction risks from the superstructurePPP with its greater focus on opex and maintenance risks.
S&T contract for the infrastructure should be in an advanced development stage andpublic sector needs to coordinate civil works with technology-based PPP contract
Procurement phase: essential to have dedicated public sector team with strong technical expertisefor evaluation and PPP expertise to manage procurement process and PPP contract
Implementation phase: Greenfield status avoided unexpected legacy problems, streamlined theconstruction process and quality of results became dependent on competence of contractor
Operational phase: equity participation of Adif kept long term focus on operational issues, keyaspect of S&T PPP contract success is control of maintenance during operational phase
All public stakeholders can apply for EU support, including CEF grants, CEF financial instruments andEIB loans
TEN-T eligibility provides assurance of stability and commitment of the public sector to the project
Important elements of the case study could be replicated across the EU
Initiation Identification of objectives ADIF proactive EIB involved early
A summary of key points in best practice in PPP procurement of ERTMS
Case study summary
Preparation, Carve out Limited scope: limits
technology/project risks Suitable risk allocation
public/private Focus on Opex
Procurement Prequalification based both
on financial and technicalcapabilities
Expertise available forevaluation of both aspects
Negotiations before BAFO
Implementation & operation
Team approach: all partiesin SPV
Expertise in Execution Objectives met
ANNEX IERTMS
ERTMS is setting single rail traffic management standards across Europe
ERTMS – overview
ERTMS goals Benefits of ERTMS
The European Railway Traffic ManagementSystem (ERTMS) aims at replacing differentnational train control and commandstandards in Europe by a fully interoperablesystem
ERTMS enables the creation of a seamlessEuropean railway system and increasesEuropean railway's competitiveness
ERTMS fosters cross-border cooperationbetween the different stakeholders, includingpassenger carriers, freight transporters andrailway-equipment manufacturers
European level support In 2005 European Commission identified 6
priority ERTMS corridors In 2009 a dedicated European deployment
plan covering more than 25,000 km of raillines was adopted to ensure that EU countriesequip their network with ERTMS by 2020
TEN-T Programme has provided a significantgrant support to be continued under CEF
Interoperability
High levels of safety, punctuality and reliability Better optimisation of the rail lines' capacity Increased speed of cargo delivery and travel More open supply market for equipment Reduced need for ground equipment Lower prices over the long term Improved competitiveness of rail compared
with other modes of transport Greater territorial and economic cohesion Considerable reductions in CO2 emissions due
to modal shift from air and car transport
Geographical interoperability betweencountries – train fitted with ERTMS can run onany other ERTMS-equipped line
Technical interoperability between suppliers –a train fitted by a given supplier will be able torun on trackside infrastructure installed byanother supplier
European Vital Computer (EVC)able to interpret the signals fromthe ETCS trackside elementsinstalled on the track
Onboard
ETCS Eurobalises – specialtransceivers installed at intervalsbetween the rails provide trackinformation to the ETCS systeminstalled in the locomotive
ETCS is a standard system using mass-produced components
ERTMS – technical overview
ERTMS sub-systems ERTMS components
ERTMS operation scheme
GSM-Railway
An international wireless communication standard for railway communication
Used for data and voice transfer between trains and trackside control systems
Trackside A train-based
computer with unified Automatic Train Protection (ATP) system
Prevents the train from exceeding maximum allowed speed at the given part of the track
ETCS European Train Control System
Eurobalises
EVC
Source: International Union of Railways Note: 1 ETCS – European Train Control System
1
Level 1
ERTMS allows for a smooth migration from one level to other level
ERTMS – technical overview
ERTMS levels
Level 2
Designed as an add-on to a conventional line already equipped with lineside signals Ground based beacons – Eurobalises – transmit traffic management information to the train
Does not require lineside signals; however, train position is still carried out on the ground
Balise information is transmitted by radio, which lowers installation and maintenance costs
The Memorandum of Understanding strengthens ERTMS deployment
EC European Commission
Supervises the implementation of ERTMS incases where it is mandatory under Europeanlegislation
Provides financial support for projectsintending to deploy ERTMS, for bothinfrastructure and rolling stock installations
ERA European Railway Agency
Responsible for ETCS and GSM-R regardingspecifications delivery, quality assurance,configuration management and change control
Carries out a biennial report on the progressachieved in the field of interoperability
Prepares report on network safety levels
UNIFE European Rail Industry Association
Result of a merger of 3 associations in 1991
Represents 82 companies responsible for thedesign, manufacture, maintenance andrefurbishment of rail transport systems,subsystems and related equipment in Europe
UNISIG industrial consortium
Founded in 1999, a member of UNIFE Has a task to develop technical specifications
for ERTMS/ETCS in cooperation with the ERA
MoU between EC, ERA and the European rail sector associations
The Memorandum of Understanding (MoU) signed in 2008 forms the basis of the long termcommitment of all stakeholders – the rail industry, infrastructure managers, railway undertakings andEU institutions - to deploy ERTMS along the European railway network
ERTMS – main stakeholders
Note: 1 The Fourth Railway Package articulates that the ERA will be given legal responsibility for issuing vehicle authorisations for placing on the market and for safety certification for Railway Undertakings (RUs)
1
Rail line Albacete – La Encina - Alicante
ERTMS Level 1ERTMS Level 1/2ERTMS Level 2
Overview
Spain is the 1st in Europe and 2nd in theworld, after China, by the length of high-performance lines in operation
€45.1 billion have been invested in high-speedrail network in Spain
ADIF is a pioneer in ERTMS deployment inEurope that identified ERTMS as the signallingsystem of choice since the early 2000s
Spain has world's longest ERTMS network
ERTMS now covers the major part of theSpanish High Speed network
No less than 6 companies are involved inERTMS projects on the Spanish network
User ADIF Supplier Alstom ERTMS Level 2 Order Date 2011 Track length 330 km
Source: ADIF, ERTMS, EUROSTAT Note: 1 ADIF is a Spanish state-owned company managing most of Spain's railway infrastructure, that is the track, signalling and stations; 2 EUROSTAT data for 2011
ERTMS network in Spain
Spain emerges as a worldwide leader in ERTMS deployment
ERTMS – deployment in Spain
Spanish rail network
Total length 14,000 km High-speed network 3,100 km ERTMS network 2,000 km Cities on high-speed network 31 Projected network extension 3,000 km
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