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A Case study from Denmark
Danish Signalling Programme
Bent Ahlgren, Banedanmark and Anders Møller, Rambøll
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
Background of the Signalling Programme
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
Procurement Phase
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
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
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
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
Way ahead
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
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
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…
The expected benefits
o Punctuality
o Safety
The Signalling Programme
o Improved operational procedures
o Capacity
Punctuality
80 % reduction in delays caused by signalling
Reduction in delays caused by signalling
Safety
Uniform level of safety country wide
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
Capacity
Double up in 2020
Thank you for your attention
