Agenda. 1. The basis for the Danish Signalling Programme 2. Procurement Phase 3. Way ahead 4. Benefits

Transcription

1 A Case study from Denmark Danish Signalling Programme Bent Ahlgren, Banedanmark and Anders Møller, Rambøll

2 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

3 Background of the Signalling Programme

4 Danish signalling needs to 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 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. 4

5 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 strategy programme 2006: Strategic political decision of a total renewal : Detailed plans & budget for a total renewal Jan 2009:Final political decision for a fully financed total renewal programme was decided by the Danish Parliament phase Feb : Signalling Programme procurement 5

6 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 6

7 The logic in total renewal 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 7

8 Procurement Phase

9 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 TMS Coordination by suppliers East contract West contract All supply & implementation from track to TMS Rolling stock contract 9

10 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 10

11 Approach What we did to achieve this 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 11

12 Strategy: Benefit perspective Re-signalling naturally gives limited benefits compared to cost amount 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 12

13 Roll out strategies: cost perspective As there is no real standard, SP opted for Economy of scale 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 13

14 Way ahead

15 Roll-out until 2021 Starting 2009, it will take 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 15

16 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

17 What does it mean for Banedanmark and the employees? 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 17

18 The expected benefits The Signalling Programme o Punctuality o Safety o Improved operational procedures o Capacity

19 Punctuality Reduction in delays caused by signalling 80 % reduction in delays caused by signalling

20 Safety Uniform level of safety country wide

21 Improved operational procedures Time needed to meet training requirements Railway Undertakings, Privat Lines, Infrastructure Managers: Banedanmark (excl. BDK Produktion): 450 Contractors (incl. BDK Produktion): TOTAL 6.150

22 Capacity Double up in 2020

23 Thank you for your attention