Interim Report - Aarhus Letbane · transportation system (tracks, OCS, platforms etc), trams and CMC NSA The National Safety Authority. In charge of the accept/approval process for

1 DOCUMENT NO. VERSION CHECKED

AALRTDOCID-49-87829 2.0 CHM - OS

DATE OF ISSUE PREPARED APPROVED

10th December 2015 BLDE CRM

Number of project: ELENA-2011-031

Name of project: Aarhus LRT project

Interim ReportReporting period: 16.07.2013 – 15.01.2015

Including Third Bi-annual Progress ReportReporting period: 16.07.2014 – 15.01.2015

Date of report: 15.02.2015Interim Report updated 10.12.2015 according to dialogue regarding use ofexhange 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/

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

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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………………………………………………................... 21Appendix B: Contracts for technical assisstance…………………………………………………. 30Appendix C: Financial Statement…………………………………………………………………... 33

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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 signedJuly 16th 2013.

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

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

The report uses the following abbreviations:

Abbreviation Meaning (short for)

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

ALDIS Aarhus Light Rail Transit - Operation Company (AarhusLetbane Drift I/S)

Aarhus LRT project The ELENA funded investment programme

CMC Construction and Maintenance centre

ASAL Consortium Short for the Ansaldo STS and Stadler consortia that wonthe turnkey contract for the light rail transportation system

Transportation package

The turnkey contract awarded to the ASAL Consortium.Contract covers purchase of the entire light railtransportation system (tracks, OCS, platforms etc), tramsand CMC

NSAThe National Safety Authority. In charge of theaccept/approval process for the operational rules forAarhus Light Rail.

OCS Overhead Catenary System

1. Work ProgressThis section lists the progress and the achieved results against the initial objectives of thework programme.

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

Programme Management UnitA Programme Management Unit has been established as described in the First Bi-annualProgress Report.

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

The Programme Management Unit consist of a Support Group and a Project Director. The unitis responsible for the day-to-day development of the Aarhus LRT Project. Currently theSupport Group also relies on support from a lawyer and a communication assistant. If neededextra 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 beenheld in almost all levels of the organization. In addition, the Programme Management Unit hasprovided technical assistance for the project groups and has been participating in the meetingsof the AALRT project in general.

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

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

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

WP1: Preparation for the technical integration of the existing rail linesto a light rail network with rail freight capacityThe transformation from a traditional local freight and passenger rail line into a light railnetwork with rail freight capacity poses a number of legal, safety and technical designchallenges. In order to prepare for this a number of studies, tender materials, operational

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rules, immunization of existing railway equipment and infrastructure management contractshave 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 isprogressing 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 onpossible solution for immunisation of Aarhus Central Station area from disturbancefrom Light Rail 750 V DC. The study was successful in finding solutions thatsignificantly has reduced the expected construction cost. Two different possiblesolutions were identified for further analysis:

1. 77 Hz Relays – traditional approach (replacing existing DC Track Circuit relays atAarhus C)

2. FETR – New approach (Adding another DC relay in the feed end of each TrackCircuit at Aarhus C)

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

This innovative approach in the early project phases has resulted in the above mentionedhybrid solution and it has resulted in savings of up to 50%, or minimum 5.4 MEUR (40MDKK) of the original project budget, as compared to the traditional approach of using100% 77hz Track Circuits.

Finished project plan for the preparation of Operational Rules. In this process, severalpre-dialog meetings with Trafikstyrelsen (The National Safety Authority) have beenheld in order to balance the expectations of the approval process and requirementsfor application materials.The safety management organization is in place. The Safety Managementorganization 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 forrebuilding of the existing railway to light rail. It is expected that the project managerwill 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 beenprepared. Innovative approaches have been applied to analyse, which models can beapplied as a framework for the infrastructure agreements. The analysis has identifieda number of challenges, which has to be manage and cleared in order to secure bothlegality and quality in the future operation of the light rail. The contract consist of twoagreements:

1. Main agreement on Grenaa Railway Line (incl. agreement on infrastructuremanagement boundaries)

2. Sub-agreement on Aarhus Main Station and rail yard

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

Dialogue with DSB regarding the ownership, maintenance of existing equipmentalong the Grenaa Railway Line has been initiated. It is expected that the agreementwill be in place by mid-year 2015.The start of work on obtaining an infrastructure agreement with Midtjyske Jernbanerhas been initiated. It is expected that specialist in legal and tax related issues will behired 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 technicalintegration of existing rail lines to a light rail network. This includes project for SmartInterlocking and Preparation for the Rebuilding of rail junction between existingrailway and light rail into a light rail alignment with rail freight capacity. The projectsare described in section 8 – Request for changes in the work programme.

WP2: Studies and integration of innovative solutions for energyefficiency and power supplyThe decision to fully electrify the two existing railways have given Aarhus Light Rail thepossibility to be even more energy efficient. At the same time the electrification projectpossesses a number of challenges. The electrification project entitles app. 125 km of tracksthis entails for a close dialogue and coordinated process with multiple power supplycompanies, whom are not familiar with light rail projects. Furthermore, external consultants areneeded since not enough specialist knowledge about electrification is present within thepresent staff of the investment programme. At the same time energy efficiency in theimplementation of the investment programme and operation and maintenance of the AarhusLight 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 technicalevaluation of the LLC has been initiated. The consultancy has led to a more precisescope of work has been defined in the tender material. For instance, criteria’s forparked train management - that has a potential to reduce energy consumption – hasbeen added.Consulted a specialist in sustainable buildings to support the technical evaluation ofthe CMC in the tender phase of the transportation system. The consultancy provideda scrutiny of the bids with focus on sustainability. The consultancy has led to moreprecise 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

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not provided electricity to a light rail system before. Especially concerns regardingfluctuations in power loss/power taken has to be handled as well as clarification of theinterfaces with the power substations provided by ASAL Consortium.Tendering for experts regarding OCS and light rail power systems has beencompleted. Experts to perform project management and design reviews ofpreliminary and detailed design of the OCS – system delivered by ASAL Consortium.The specialist will strengthen the current project organisation within ALIS. Thisknowledge is not present in the organisation.A study (Idea Catalogue) with ideas for energy storage and conservation has beencompleted. The Idea Catalogue have made a listing of proposals for energyoptimizations. The proposals included have different potentials and investmentrequirements. On basis of the Idea Catalogue some ideas have been chosen formore detailed studies. The detailed studies are planned to be completed by summer2015. It is expected that the detailed studies will include:

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

A detailed study of the potential for implementing a Driver Advisory System at boththe 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 reducedenergy consumption to heating/cooling of trains, de-icing etc. The report has beenpresented to the ALDIS board. On basis of the study and business case ALDIS boardhas decided to purchase a covering of the stabling area.Initial studies for rainwater management at the CMC has been produced. It is plannedthat the rainwater will be used for tram wash.Procurement for experts to strengthen the current project organisation within ALISregarding sustainability of the Control- and Maintenance Centre (CMC). Experts toperform design reviews of the preliminary and detailed design of the CMC regardingsustainability. Experts are also to make study on possible solutions to energyoptimize operational and maintenance practices of CMC.

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

The AALRT board and the ALDIS board have - when relevant - been introduced to theprogress of the Aarhus LRT Programme. The boards have been introduced to the businesscase regarding the covering of the stabling area and the successful progress of the projectregarding 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 projectperiod. At the meetings, the members have discussed the status of the programme, the needfor technical assistance, budget and approval of the further work. The Steering Group was

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

The Technical Group and the Energy Group has not had as many meeting as originallyplanned. The experience is the individual projects have very different s scope of works andtime schedule, which makes it hard to find a platform for a common agenda. The experience isthat most meetings have to take place within the Project Groups. Consequently, a smalleradjustment to project organization/meeting structure is proposed, where the weekly projectdirectors 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 haveinvested time in getting the projects aligned with stakeholders and the rest of the activities inboth ALDIS an AALRT.

External communicationThe Programme Management Unit has set up a website with information in Danish andEnglish 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 experienceand results learned in the Aarhus LRT project.

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

Expected and attained resultsEleven subcontracts for an estimated 1.375.800 EUR have been committed in first one and ahalf 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) haveamounted to 631.956 EUR in the first one and a half year of the project period. Direct staff costhas 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 141.0MEUR in the first one and a half year of the reporting period. The leverage factor achieved is297,6. See section 6 for more information about the calculation of leverage factor.

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

2013H2

2014H1

2014H2

Total – Interim(Realised)

Total – Interim(Estimated)

RequestedELENA ass.costs

70.650 145.995 257.322 473.967 1.080.000

Total assistancecosts

94.200 194.660 343.096 631.956 1.440.000

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 tableshows the requested ELENA assistance cost, attained investments and leverage factor. Therealized costs and investment are compared to the estimated costs and investment in theAnnex 1 to the contract.

In the first two Biannual Progress Reports, the attained investments have been lower thanestimated. However in the third half year of the project the investments have increasedsubstantially. Consequently the attained investments make up 141.0 MEUR, whichcorresponds to 140.1% of the expected investments of 100.7 MEUR during the first one and ahalf year of the project. The reason for this is that a significant down payment relating to theturnkey 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 ofthe Investment Programme from 319.5 MEUR to 466.3 MEUR. For further details on theincrease of the total budget, see section 5.

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

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

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In the second and third half year of the work programme the assistance costs have doubledand initiatives to add more resources (external experts) is in process. Following it is expectedthat 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 managementagreements, LLC for trains, studies and preparation for the project to immuniselegacy signalling assets, assistance to technical design reviews, etc..Direct staff cost to strengthen the project organisation with a project manager tofacilitate 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 toachieve the technical assistance needed to prepare the conversion and electrification of theexisting railroads. Resources that was not present in the project. To convert the existingrailroads into an electrified light rail network with rail freight capacity has repeatedly proven tobe a very complex task. As described in the original application several owners, stakeholdershas to be managed and technical works related to the conversion of the existing railwaysneeds to be managed and tendered. This is a difficult task and very little knowledge exist inDenmark.The funding from ELENA has enabled a strengthening of the project organisation with projectmanager 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 themost appropriate model for immunisation at Aarhus H. At the same time identifiedsavings of at least 5.4 MEUR (DKK 40 mio.). The work will also result in a newstandard within Rail Net Denmark, where as the result of the analysis carried out willbe described in an all new Rail Net Denmark norm for designing track circuits. Thisnorm will be finalized and will, after it´s completion in this project, be available for allRail Net Denmark´s projects to benefit from. Also the findings from this project will bepublished on our website and in other media, making it possible to reuse parts or allof the described FETR-solution, enabling savings in projects also outside ofDenmark.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 caseprepared by the Aarhus LRT project.

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

The funding from ELENA has resulted in a bigger awareness of working towards and securingenergy efficient solutions both towards the turn key contract with ASAL Consortium and in therest of the project. Several studies have been planned and we are awaiting the results in orderto investigate the possibilities to implement further initiatives to make the light rail system inAarhus even more energy efficient.At the same time, there is a focus on how the obtained results can benefit the plannedexpansions 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 implementationIn the first one and a half year of the project period the following identified problems and risksfor implementation have been identified:

1. Stakeholder management and coordination with existing owners and municipalitiesAs described in the previous progress reports there are many stakeholders involved inestablishing the first light rail in Denmark. This has proven a difficult task and repeatedly thisprocess turns to be time consuming. As a consequence is was decided to adjust the projectorganisation in order to secure a solid foundation for handling the coordination betweenAALRT, 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 moresmooth process and hence securing delivery on time by creating focus on collaboration,procedures, quality management etc. Furthermore, the new organisation has helped to securea better coordination between AARLT and ALDIS in relation to the projects that bothcompanies have shares in.

2. Interface between the turn-Key contract and the AALRT projectAs described in the previous progress reports some of the ELENA funded projects are closelylinked to scope of work within the turnkey contract of the transport system. This can potentiallybe a risk for implementing extra actions regarding energy efficiency and CO2 reductionbecause 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 workwith energy efficiency. Without funding from ELENA this would not have been implemented.Furthermore, the initiatives in terms of sustainable CMC, covering of stabling area, parkedtrain management have been written into the tender material and discussed in the contractnegotiations.

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

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

4. Contracts of technical assistanceEleven contracts for an estimated 1.375.800 EUR have been committed in first one and a halfyear 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 (externalexperts/subcontracts) committed/completed in the first one and a half year of the Aarhus LRTproject.

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

Five contracts have been signed after a procurement (mini-tendering) under the qualificationsystem. Six contracts have been committed on the basis of an invited offer or direct award (butin 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 projectfor project management and preparation of tender material, new norms, approvals etc.regarding the immunisation of track circuits at Aarhus Central Station area. A fiche forrequesting ex-ante comments on terms of reference for large contracts has been submitted toELENA and an independent, legal assessment has been prepared. On 05.01.2015 the EIBELENA Team informed via email that they did not object to the proposed procurement ofservices from Banedanmark regarding the immunisation of track circuits at Aarhus CentralStation. Following a transparency notice has been published (2014/S 240-422815).

5. Status of started/planned implementation of theinvestment programme

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

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

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

Estimated budget(ELENA - Contract)

Budget after31.7.2014 (aftersignage contractASAL-consortium)

Updated budget31.12.2014

Total investment 319.5 MEUR 455.1 MEUR 466.6 MEURELENA linkedinvestment(2013-2016)

230.2 MEUR 301.3 MEUR 302.2 MEUR

Table 2: The revised budget of the Investment Programmed and the ELENA linked investmenthereof.

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

6. Calculation of the leverage factor achievedBelow is a revised table of that indicates the timetable and cost for the Project DevelopmentServices (total assistance cost) and the Investment Programme. The estimated leverage factoris still high.

2013H2

2014H1

2014H2

2015H1

2015H2

2016H1

Total

RequestedELENA ass.costs

70.650 145.995 257.322 525.000 675.000 237.783 1.911.750

Totalassistancecosts

94.200 194.660 343.096 700.000 900.000 317.044 2.549.000

Investments 19.776.733 19.784.659 101.476.491 53.691.275 53.691.275 53.691.275 302.111.708

Leveragefactor

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

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

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

Interim Report

Requested ELENA ass.costs

473.967

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 Investmentprogramme in the first half of the project.

7. Other useful comments or information

Contract for the transportation system has been signedA consortium of Stadler and Ansaldo STS (ASAL) has been selected as the preferred bidderfor the turnkey contract to build and equip the first stage of the Aarhus light rail scheme. Thecontract 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 thesupply of its trams.

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

Change in the overall time scheduleBecause of the delay in tender phase for the transportation system the start of operation hasbeen postponed the H1 2017. Consequently, the energy savings will start in 2017 and not in2016 as described in annex 1 to the contract.

Change in the ownership of the Aarhus Letbane I/SAn amendment (L52) to the Aarhus Light Rail Act (L77) was adopted by the Danish parliamenton the 5th of February 2015. The amendment states that the Government of Denmarkwithdraws from the ownership of the AALRT construction company. The changes in theownership will be enforced by April 1st 2015. From this date the ownership of the FinalBeneficiary 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 existingorganization will continue as planned and the Aarhus LRT project funded by ELENA isconsequently unaffected.

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

New organisation between responsibilities for AALRT and ALDISFollowing the change in the ownership of Aarhus Letbane I/S the owners behind AarhusLetbane I/S (Aarhus Municipality and Central Denmark Region) plans to change theresponsibility of AALRT. A plan has been introduced but it has not been officially decided. Ifimplemented the new extended range of responsibilities is expected to be in place by May,2015.

New project – Studies of smart interlockingBased on our very positive result with the immunisation of legacy signalling assets a newproject has been initiated – Smart interlocking at Aarhus Central Station.

The background for this project is that Aarhus LRT project have to remove redundantsignalling objects (signals, detection and ATC) from BDK mainline interlocking and controlroom panels. These signalling objects are made redundant due to transfer of Grenaa LightRail to Aarhus LRT. The scope of the project is not as big as the immunization of signalingassets, 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 removethe signaling objects and the Interlocking design authority to make changes to interlockingcomputer (including all drawings, design, Approvals process and mimic changes in controlroom etc ). The current cost estimate is 10-15mdkk.

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

A more efficient project organisationAs described previously the meeting activities in the Technical Group and the Energy Grouphas not been as frequent as originally planned. The experience is the individual projects havevery different s scope of works and time schedule, which makes it hard to find a platform for acommon agenda. The experience is that most meetings have to take place within the ProjectGroups.

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

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

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

Preparation of the rebuilding of section of existing railroad to light railwith rail freight capacityIn our original work programme, we have described a study and preparation for innovativeplatform fronts. Unfortunately, we have not highlight good enough the work that has to beplanned for a very complex stretch of the Aarhus Light rail network, which runs in the centralparts 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 thenew 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 newtrack and two new stations along the existing and new tracks have to be planned, designedand tendered.

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

If it is decided to proceed with the project. Aarhus Letbane will make a formal request to theELENA 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 toexternal expertsIn order to secure enough technical assistance it is foreseen that we might have to request toallocate 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 provideDuring the first half of the project, the following reports have been made:

1. Analysis of Immunisation of Aarhus Central Station area for disturbance fromLight 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 theSecond 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/. Thereports have not been uploaded yet, because we have to await the decision-making process inALDIS and the finishing of the tender strategy for the implementation of the immunizationproject before doing so. The reports are attached to this report. We kindly request that theELENA 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 agreementsProject plan for the process regarding operational rulesProject plan for the project regarding immunisation of legacy railway signallingTender documents for procurements under the qualification system.

10. Financial statementSee the attached appendix C for a financial status covering the first one and a half year of theproject.

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11. Outlook for the next six monthsIn 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 tosecure on time delivery of the AALRT Investment Programme.Implement the initiatives described in the communication plan for the AALRT projectContinue the initiation of meeting activities on all levels in the organisation of theprogrammeDevelop models to refine the calculations on saved CO2 and energy efficiency withinthe programme.

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

Studies of solutions for the most efficient ways to rebuild platforms/platform frontsalong existing railroads will be completed.Procurement for consultants to prepare for the rebuilding of the existing tracks andplatforms along the harbour front to a light rail alignment with rail freight capacity hascompleted.Finish report for detailed studies for Detailed studies and safety approval of solutionsfor Immunization of Aarhus H. Preparation of tender materials - Works contractsigned with EntrepreneurWork on obtaining safety approvals for the rebuilding of existing railway will continueFirst draft of Development of Operational Rules will be completed by ASALConsortium in corporation with AALWork on obtaining the infrastructure management contracts with DSB, Rail NetDenmark and Midtjyske Jernbaner are in the finishing phases.

WP2: Studies and integration of innovative solutions for energy efficiency and powersupply

Study regarding energy efficient power supply and dialogue with the power utilitycompanies have started.The planning and initiation of studies regarding energy conservation for instanceenergy 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 LightRail.Detailed studies of potentials for energy optimization within the light rail power systemhave started.Detailed study of the potential to implement Driver Advisory System has beeninitiated.Finish review of preliminary and detailed design of CMC regarding sustainabilityFinish study on possible solutions to energy optimize operational and maintenancepractices of CMC.

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Appendix A Detailed work programmeThe coordinated approach to prepare for the Investment Programme is divided in two workpackages (WP):

WP1: Preparation for technical integration for freight trains and light railWP2: Studies and integration of innovative solutions for energy efficiency and powersupply

Below is an overall timetable for planned activities under WP1 and WP2. The timetable isdetailed compared to the description of Project Development Services in the contract (Annex1) and the Inception Report.

Following the timetable is a description of the status of each project, including introducedchanges 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 Note1 Innovative platform fronts and rebuilding of existing platforms 1

Procurement for consultants to makestudies on platforms on existing railroads 2

Studies of solutions for the most efficientways to rebuild platforms/platform frontsalong existing railroads. Establishingtechnical, architectural and economicalrequirements

3

Procurement for consultants to performstudies, detailed design and tender materialfor the rebuilding of platforms along theharbour front

4

Preparation of tender materials forimplementation of new platform designalong existing railroads (severalprocurements processes to be planned)

5

Procurement process

Implementation (civil works) – not funded byELENA

2 Smart solution to immunisation of legacy signalling assets at Aarhus H 6

Planning of the project X 7

Innovative studies on immunization(Preliminary studies) X 8

Finalise studies and obtain safety approvalX 9

Prepare for tendering for installation of newDC relays and procurement X 10

Installation / Test and commissioning – notfunded by ELENA X X 11

3 Operation rules for Aarhus Light Rail 12

Establishing and strengthening theorganization (hiring of a specialist) 13Planning the organization of the SafetyApproval Process 14Prepare tender material and procurementfor specialist X XX 15

Preparation of Operation rules 16

4 Infrastructure management contracts and agreements with existing infrastructure ownersEstablishing the organization (includinghiring of project manager) X 17

Prepare tender material and procurementfor railway specialist X 18

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2013 2014 2015 2016

Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2Establishing management tools for thecontract negotiations X X 19

Infrastructure management contract withBanedanmark X X X X X 20

Infrastructure Agreement DSB (the nationaloperating company) X X X X X 21

Infrastructure management contract withMidtjyske Jernbaner X X X X 22

5 Smart Interlocking - NEW

Planning of the project 23Innovative studies on smart interlocking andobtain safety approvalPrepare for tendering for installation of newDC relays and procurementInstallation / Test and commissioning – notfunded by ELENA

WP2: Energy efficiency and power supply

6 Energy efficient power supply system and OCSPlanning and tendering for specialistconsultant 24

Setup corporation with electrical utilitycompanies. Studies/dialogue on the mostefficient/reliable power supply system

25

Planning and tendering for OCS specialist 26Design reviews for OCS and substationsfrom the ASAL consortium and interfacemanagement hereof in the design phases.

27

Implementation of the power supply systemand OCS (not funded by ELENA)

7 Energy storage and conservationEvaluation model (LCC/Energy) for use inthe procurement of the transportationsystem.

28

Planning and tendering for specialistconsultant for energy optimization

29

Study – Energy storage and conservation(Phase 1 - idea catalogue)

30

Study – Energy storage and conservation(Phase 2 - detailed studies)

31

Study – Driver Advisory System on existingrailways and new alignment

32

Implementation strategy 33

8 Sustainable CMC 34

Tender evaluation of sustainability in CMC 35

Study – Covering of stabling area andrainwater management

36

Planning and tendering for specialist insustainable buildings

37

Design review of sustainability from thedesign offered from the ASAL consortiumand interface management hereof in thedesign phases.

38

Study on possible solutions to energyoptimize operational and maintenancepractices.

39

Implementation strategy hereof

Project 1: Innovative platform fronts and rebuilding of existing platformsNote 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 investmentprogramme and coordination with ASAL Consortium.

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

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

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

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

Planned activities for the next reporting period:

External consultants will be contractedStudies of solutions for the most efficient ways to rebuild platforms/platform frontsalong existing railroads will be done by the end of June 2015.Procurement for consultants to prepare for the rebuilding of the existing tracks andplatforms along the harbour front to a light rail alignment with rail freight capacity hascompleted.

Project 2: Smart solution to immunisation of legacy signalling assets at Aarhus HNote 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 supplyfrom freight line (22 KV AC) and light rail line (750V DC)” to “Immunization of LegacySignalling Assets.” The goals of the project are the same. As described in the original workprogramme the focus will still be on finding an innovative/smart delivery- from anenvironmental, technical and commercial perspective – of the immunization of legacysignalling assets as a result of electrification of the two existing railways. We find that the newtitle is more telling and therefor it will be easier to communicate scope of work and the resultsboth internally and externally.

Note 7: An immense effort was put into the planning of this project. The initial plan was to hiretechnical assistance - via a procurement process - to make a study on innovative solutions forimmunization. Instead, it was decided that AALRT and Rail Net Denmark should join forces indeveloping the studies. Working closely with Rail Net Denmark has many advantages. RailNet 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 projectapproach. 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 orderto 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 studyfound two clear smart solutions

Subcontract (nb 5): - Rail Net Denmark: Studies and analysing possible solutions forImmunization 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. Thisapplies 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 andmore expensive AC relays and associated control equipment. In low risk areas the project hassuccessfully proven a new solution (to DK) of an extra parallel DC relay is sufficient tomaintain safety. The detailed studies have resulted in an expected savings of minimum 5,4MEUR (40 MDKR).

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

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

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

Subcontract (nb 11): - Rail Net Denmark: Project management and preparation of tendermaterial, 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 (nonELENA Funded)


Finish report for detailed studies for Detailed studies and safety approval of solutionsfor Immunization of Aarhus HPreparation of tender materials - Works contract signed with EntrepreneurNorm for design and commissioning of FETR-Track Circuits - Approved by Rail NetDenmarkFinal design validated - Approved by Rail Net Denmark

Project 3: Operational rules for Aarhus Light RailNote 12: As described in the Inception Report works regarding the rebuilding of the signallingsystem missed the signature of the contract with EIB. The work was critical for the overalldeadline and could not await the signature. A delay would have had consequence for theplanned start of operations. Signalling was just part of the scope of work planned under thisproject; there is still a complex and innovative work that has to be done in order to build asafety system that incorporates the existing railway lines, freight train, training etc. A newname 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 appropriatelight rail safety signaling system”. As described the goals of the project are the same asdescribe in the original work programme. Work will still focus on the safety system anddefining operational rules. We find the new name of the project is more precise and easier tocommunicate.

As introduced in the First Biannual Progress Report the project described in the originalapplication remote control operations and securing access of freight train in the rail systemhave been combined incorporated into the project regarding Operational Rules for AarhusLight Rail.

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

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

Furthermore it is expected that the safety management team will consist of a person with ajuridical 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, severalpre-dialog meetings with NSA have been held in order to balance the expectations of theapproval process and requirements for application materials.

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

Subcontract (nb 8) - TÜV SÜD Denmark: Project manager to strengthen the safetymanagement 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 goingaccording to plan. The work is complex and a close dialogue with NSA and the supplier of thelight rail transportation system (ASAL Consortium) is needed. For this reason, the length of theproject has been extended. It is expected that the project will run over the entire length of theAarhus LRT project.


Work on obtaining safety approvals for the rebuilding of existing railway will continueFirst draft of Development of Operational Rules will be completed by ASAL Consortium incorporation with AAL

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Project 4: Infrastructure management contracts and agreements with existinginfrastructure ownersNote 17: The organization for the work regarding infrastructure agreements have beenestablished in a partnership between AALRT and ALDIS. This includes hiring of a projectmanager as of October 25th 2013.

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

Subcontract (nb 2) - Trailc: Specialist in infrastructure management contracts (signed13.11.2013).

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

Note 20: Work on obtaining an infrastructure management agreement with BDK has enteredthe negotiation phase. Several reports and memos have been produced in order to set a basisfor negotiations. This means the most complex and critical part of the contractual frameworkfor the integration of the Grenaa Railway Line has gained momentum. Innovative approacheshave been applied to analyse, which models can be applied as a framework for theinfrastructure agreements. The analysis has identified a number of challenges, which has tobe 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 avery focused and constructive dialogue, it is expected that the agreement will be in place bymid-year 2015.

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

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


Work on obtaining the infrastructure management contracts with DSB, Rail NetDenmark and Midtjyske Jernbaner are in the finishing phases.

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

Project 6: Energy Efficient Power Supply System and OCSNote 24: The AALRT-Qualification System has been expanded with a category regardingenergy 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 planningand interface management towards the power supply utility companies.

The work is slightly delayed compared to the original application. This is primarily due to thefact that the mini-tender procurement had to await process regarding the expansion of thequalification 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 notprovided electricity to a light rail system before. Especially concerns regarding fluctuations inpower loss/power taken has to be handled as well as clarification of the interfaces with thepower substations provided by ASAL Consortium.

Note 26: Tendering for experts regarding OCS and light rail power systems. Experts toperform project management and design reviews of preliminary and detailed design of theOCS – system delivered by ASAL Consortium. The specialist will strengthen the currentproject 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 powersupply system/power substations to be delivered by ASAL Consortium in a turn-key contract.


Finish concept for switching with the power utility companies.Complete design review of the preliminary design of the OCS system of Aarhus LightRail.

Project 7: Energy Storage and conservationNote 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 LCCevaluation in our procurement process for the transportation system. The consultancy has ledto 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 theenergy 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 thetender 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 beencompleted. The Idea Catalogue have made a listing of proposals for energy optimizations. Theproposals included have different potentials and investment requirements.

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

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

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

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


Detailed studies of potentials for energy optimization within the light rail power systemhave started.Detailed study of the potential to implement Driver Advisory System has beeninitiated.

Project 8: Sustainable CMCNote 34: As described in the Inception Report this is a new project compared to the originalwork programme. Although we have highlighted that we would like to work towards gettingCO2 neutral facilities CMC (see Annex 1, section 3). We have not highlighted our intention towork on this project good enough in the original application. Following EIB approved for theAarhus LRT project to incorporate Sustainable CMC as part of the activities in the ProjectDevelopment Services.

Note 35: Consulted a specialist in sustainable buildings to support the technical evaluation ofthe CMC in the tender phase of the transportation system. The consultancy provided ascrutiny of the bids with focus on sustainability. The consultancy has led to more precisedefinition 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 energyconsumption 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 isplanned that the rainwater will be used for tram wash.

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

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

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

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


Finish review of preliminary and detailed design of CMC regarding sustainabilityFinish study on possible solutions to energy optimize operational and maintenancepractices of CMC.

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Appendix B Contracts for technical assistance

External experts/subcontracts committed/completed during the reporting period

Nb ofsubcontract

Name ofexternalconsultant /subcontractor

Short description ofmission

Expected totalcosts ofsubcontracts

EUR

Duration of subcontracts(start and end date)

Procurementprocedureapplied

Tenderpublicationreferences(e.g. OJEUannouncement)

Comments

1 MacroplanConsulting

Specialist in transport LCCand innovation

55.000 EUR 03.09.2013 31.12.2015 Invited offer None

2 Trailc Specialist in infrastructuremanagement contracts

112.500 EUR 13.11.2013 31.12.2015 Mini –Tender 2013/S138-240326

Mini –Tender underQualification System

3 NorConsult Memo from specialistregarding covering of stablingarea and experiences fromBybanen in Bergen. Input tobusiness case for covering ofstabling area.

1.000 EUR 10.02.2014 30.05.2014 Invited Offer

4 COWI Business case for covering ofstabling area. Consulting inthe tender phase for thetransportation systemregarding sustainable CMC.Screening and adviceregarding tender offers

8.000 EUR 11.03.2014 31.12.2014 Invited Offer None

5 Rail NetDenmark

Study of requirements andpossible solutions forimmunization for AarhusCentral Station Area.

77.000 EUR 24.03.2014 30.06.2014 Invited Offer None

6 Rail NetDenmark

Detailed study of functionalrequirement, implementationstrategy, tendering strategy,start approval process and

116.800 EUR 07.07.2014 31.09.2014(extended to01.02.2015)

Invited Offer None

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detailed budget forimplementation of thetechnical project forimmunisation of AarhusCentral Station area

7 KubenManagement

Consulting for experts tostrengthen the projectorganisation regarding energyplanning and interfacemanagement towards thepower supply utilitycompanies. Experts toperform design reviews of thepreliminary and detaileddesign of the power supplysystem/power substations tobe delivered by ASALConsortium in a turn-keycontract.Study on energy optimisationof the Aarhus Light Railtransportation System.

120.800 EUR 18.08.2014 31.12.2015 Mini-tender 2013/S138-240326 asamended by2014/S 025-040214(update)

Mini-tender underQualification System

8 TÛV SÜDDanmark

Project manager to strengthenthe work regarding developingthe first set off operationalrules for a light rail system inDenmark.



9 Atkins DanmarkA/S

Consulting for experts tostrengthen the current projectorganisation within ALISregarding overhead catenarysystem and light rail powersystems.Experts to perform designreviews of the preliminary anddetailed design of theoverhead catenary systemdelivered by the ASAL



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Consortium in a turn-keycontract.

10 Alectia A/S Consulting for experts tostrengthen the current projectorganisation within ALISregarding sustainability of theControl- and MaintenanceCentre (CMC). Experts toperform design reviews of thepreliminary and detaileddesign of the CMC regardingsustainability.To make study on possiblesolutions to energy optimizeoperational and maintenancepractices.



11 Rail NetDenmark

Project management andpreparation of tender material,new norms, approvals etc.regarding the immunisation oftrack circuits at AarhusCentral Station area.

577.200 EUR 02.02.2015 31.12.2015 Direct awardwithout formaltenderingprocedure.

2014/S 240-422815

Transparencynoticepublished atted.europe.eu

Fiche for requesting ex-ante comments on termsof reference for largecontracts has beensubmitted to ELENA.An independent, legalassessment has beenpreparedAward of contractapproved by ELENAoffice via mail 05.01.2015

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Appendix C Financial statement – number 3

European Investment BankELENA - European Local Energy Assistance

Financial StatementName of project: Aarhus LRT ProjectNumber of project: ELENA – 2011 -031Reporting period from:aa/bb/cc to xx/yy/zz

16/07/2013 to 15/01/2015

Currency used:(three letter abbreviation) EUR1

STAFF COSTS(Justification for labour costs may be requested by the Bank)

LineN°

Name Category name(e.g. senior expert,engineer, etc.)

Numberof man-hours

Hourlyrate

(average)

Staff costsamount

A B AxB1 Britta Degn Project Director 1.395,00 77,59 108.242,272 Birger Christensen Project Manager 1.573,60 66,16 104.102,003 Helle Koch Di Diego Specialist 918,00 57,31 52.609,984 Willy Pedersen Controller 235,00 67,36 15.828,865 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 theremuneration, provided that this does not exceed the average rates corresponding to the beneficiary's usual policy on remuneration.EXTERNAL EXPERTS / SUBCONTRACTING

LineN°

Name of Subcontractor Description of the workundertaken

Amount

1 MacroplanSpecialist in transportLCC and innovation 32.509

2 TrailCSpecialist infrastructuremanagement contracts 46.288

3 NorConsult

Specialist consultancyregarding covering ofstabling area 623

4 Cowi

General consulta20ncyregarding sustainableCMC. Energy review oftender offers. 7.959

5 Banedanmark (Rail Net Denmark)

Analysis immunization forAarhus Central StationArea (Phase 1) 54.613

6 Banedanmark (Rail Net Denmark)

Detailed studies forimmunization for AarhusCentral Station Area(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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7 Kuben Management

Specialist energyplanning towards powerutility companies andstudies of energyoptimization of the lightrail system 35.923

8 TÛV SÛD Danmark PM Operational Rules 30.145

9 Bech BruunIndependent legalAssessment 3.062

Total 348.135TOTAL ELIGIBLE COSTS FOR THE PERIOD

Direct staff costs 283.821External Experts / Subcontracting 348.135

Total 631.956

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