uic ertms benchmark project case studies: update … · uic ertms benchmark project case studies:...

UIC ERTMS BENCHMARK PROJECT

CASE STUDIES: UPDATE 2010

Project context & Company profile

Document data sheet

Title of the document ERTMS Implementations Benchmark

CASE STUDIES: Project context & Company profile

March 2011

Date and version 20 March. 2011 – Version 1

File name Case Study 2010 DEL 1 ver 1.doc

Number of pages 73

Prepared by Vincenzo Carpinelli (UIC)

Paolo de Cicco (UIC)

Snejana Markovic-Chénais (UIC)

Martin Mayer (PMP)

Coralie Filippini (UIC-ETF: cover and layout)

Sponsor Body CCS&OPE Sector

Warning

No part of this publication may be copied, reproduced or distributed by any means whatsoever, including electronic, except for private and individual use, without the express permission of the In-ternational Union of Railways (UIC). The same applies for translation, adaptation or transformation, arrangement or reproduction by any method or procedure whatsoever. The sole exceptions - not-ing the author’s name and the source -are «analyses and brief quotations justified by the critical, argumentative, educational, scientific or informative nature of the publication into which they are incorporated» (Articles L 122-4 and L122-5 of the French Intellectual Property Code).

© International Union of Railways (UIC) - Paris, 2011

ISBN 978-2-7461-1974-1

CASE STUDIES: UPDATE 2010 Project context & Company profile

UIC ERTMS Benchmark Project

iii

Table of Contents

FOREWORD ........................................................................................................ 1

INTRODUCTION ................................................................................................. 2

1.TheUICeRTMSBenChMaRkSTUdy2008-2010 ............................................ 4

1.1.Frameworkandobjectivesofthestudy.......................................................................... 4

1.2.Projectorganisationandplanning .................................................................................. 5

1.3. Methodological approach .............................................................................................. 7

1.3.1. Detailed working methodology and review of Phase 1 (March 2008 – September 2008) ....................................................................................7

1.3.2. Detailed working methodology and review of Phase 2 (October 2008 – July 2009) .............................................................................................9

1.3.3. Detailed working methodology and review of Phase 3 (July 2009 – October 2010) ...........................................................................................12

1.4. Current ERTMS projects in Europe ............................................................................... 15

2. COMPANy PROFIlE & PROJECT CONTExT .................................................... 18

2.1. Onboard ...................................................................................................................... 18

2.1.1. The DB Rolling stock case – 34 On-board units for Ice 3m (br406) ...............................18

2.1.1.1. DB at a glance........................................................................................................18

2.1.1.2. Network context analysis – ERTMS migration strategy .........................................20

2.1.1.3. DB ERTMS history ..................................................................................................21

2.1.1.4. Project context analysis.........................................................................................23

2.1.2. The ÖBB Rolling stock case – 50 units of “1216” (TAURUS) ..........................................24

2.1.2.1. Signalling systems in Austria and ERTMS migration strategy ...............................25


2.2. Trackside level 2 .......................................................................................................... 28

2.2.1. The ÖBB Infrastructure case – 60 km double track (new line) Vienna – St. Pölten .....28

2.2.1.1. Network context analysis – ERTMS migration strategy .........................................29

2.2.1.2. ÖBB ERTMS history ...............................................................................................29


CASE STUDIES: UPDATE 2010 | Project context & Company profileiv

2.2.2. The RFI Trackside case: ERTMS/ETCS Level 2 MILAN – BOLOGNA ................................35

2.2.2.1. Network information.............................................................................................36


2.2.3. The ProRail case: HANZE LINE ERTMS/ETCS Level 2 infrastructure subsystem ............41

2.2.3.1. Network information.............................................................................................41


3. SPECIAl CASE STUDy REPORT: ERTMS REgIONAl ....................................... 45

3.1.TheSwedishTransportadministrationTRaFIkVeRkeT ................................................. 45

3.2.networkcontextanalysis–TRaFIkVeRkeTeRTMSmigrationstrategy.......................... 46

3.2.1. Vehicle strategy ............................................................................................................46

3.2.2. Infrastructure strategy ..................................................................................................47

3.2.3. Swedish ERTMS implementation plan ..........................................................................48

3.3.ProjectcontextoftheeRTMSRegionalProjectVästerdalRegionalLine ........................ 49

3.3.1. General information about the Västerdal Regional Line ...............................................49

3.3.2. Infrastructure ................................................................................................................52

3.3.3. Operations ....................................................................................................................52

3.3.4. Rolling stock ..................................................................................................................53

3.3.5. Signalling / Communications ........................................................................................53

3.3.6. Maintenance .................................................................................................................53

3.4. ERTMS/ETCS Regional Infrastructure cost analysis ....................................................... 53

3.4.1. Global cost overview ....................................................................................................54

3.4.2. Research and Development costs .................................................................................55

3.4.3. Investment costs ...........................................................................................................55

3.4.3.1. ETCS equipment ....................................................................................................58

3.4.3.2. GSM-R costs ..........................................................................................................58

3.4.3.3. Taking into service .................................................................................................58

3.4.4. Operation and Maintenance costs ...............................................................................59

3.4.5. Phase out ......................................................................................................................59

4. OUTlOOK FOR THE BENCHMARK STUDy 2011 ............................................ 60

aPPendIX1–CoSTSTRUCTUReSUSedToCoLLeCTdaTa ........................... 63


v

Table of Figures

Figure 1: Structure of outcomes of the ERTMS Benchmark Study 2010 .........................................6

Figure 2: Main phases of the ERTMS Benchmark Study 2008-2010 .................................................8

Figure 3: Project structure ............................................................................................................... 9

Figure 4: ERTMS Benchmark Members ..........................................................................................10

Figure 5: Roadmap 2009 of UIC ERTMS WG activities ....................................................................14

Figure 6: Case studies developed till end 2009 ..............................................................................16

Figure 7: Case studies carried out till end 2010 ( in red new projects of 2010) .............................18

Figure 8: ERTMS European lines in commercial service .................................................................20

Figure 9: List of European ERTMS/ETCS projects ............................................................................21

Figure 10: Deutsche Bahn network ................................................................................................25

Figure 11: Implementation of the ICE 3M (406) in Europe .............................................................27

Figure 12: Implementation Planning of the ICE 3M (406) in Europe ..............................................28

Figure 13: ÖBB ERTMS on-board philosophy .................................................................................29

Figure 14: On-board ERTMS/ETCS migration in Austria until 2015 ................................................30

Figure 15: Vienna- St Pölten line under construction .....................................................................32

Figure 16: ERTMS/ETCS Level 1 implementation projects – phase 1 until 2013 ............................35

Figure 17: ERTMS/ETCS Level 2 project Vienna – St. Pölten ...........................................................36

Figure 18: ERTMS/ETCS Level 2 implementation project Brenner axis ..........................................36

Figure 19: Configuration of ERTMS/ETCS Level 2 Vienna - St. Pölten .............................................38

Figure 20: Milan- Bologna HS line ..................................................................................................39

Figure 21: PO river bridge of HS Milan-Bologna .............................................................................41

Figure 22: Control Command Center in Bologna station and Bologna HS station project ..............42

Figure 23: ERTMS Level 2 configuration and GSMR configuration .................................................42

Figure 24: Basic project information ERTMS/ETCS Level 2 trackside Milano - Bologna .................43

Figure 25: Technological system configuration of ERTMS/ETCS Level 2 implementation in Italy ...43

Figure 26: Individual project table ERTMS/ETCS Level 2 implementation RFI: Milano - Bologna ..44

Figure 27: Some infrastructure specifications of the Hanze Line ...................................................46

Figure 28: Macro map of the Hanze Line........................................................................................47

Figure 29: Infrastructure specifications of the Hanze Line .............................................................47

Figure 30: The Hanze line under construction and the railway bridge across the IJssel River is part of the Hanze line ...............................................................................................47

CASE STUDIES: UPDATE 2010 | Project context & Company profilevi

Figure 31: Some infrastructure specifications of the Västerdal Regional Line ................................54

Figure 32: Macro map of the Västerdal Regional Line ....................................................................55

Figure 33: Infrastructure specifications of the Västerdal Regional Line .........................................56

Figure 34: Rolling stock specifications of the Västerdal Regional Line............................................57

Figure 35: Global cost overview per LCC phase – Västerdal Regional Line ....................................58

Figure 36: R+D costs Västerdal Regional Line .................................................................................59

Figure 37: Investment costs of ERTMS/ETCS Regional system Västerdal Regional Line (L3 application) ............................................................................................................................... 60

Figure 38: General investment costs of the ERTMS/ETCS Regional system Västerdal Regional Line .................................................................................................................. 61

Figure 39: ETCS equipment costs of the ERTMS/ETCS Regional system Västerdal Regional Line .................................................................................................................. 62

Figure 40: Taking into service costs of the ERTMS/ETCS Regional system Västerdal Regional Line .................................................................................................................. 62

Figure 41: O&M costs of ERTMS/ETCS Regional system Västerdal Regional Line ...........................63

Figure 42: UIC ERTMS Benchmark Project activities 2011 ..............................................................66

Figure 43: ERTMS/ETCS L1 - Trackside subsystem cost table ..........................................................67

Figure 44: ERTMS/ETCS L2 - Trackside subsystem cost table ..........................................................68

Figure 45: ERTMS on-board - Rolling stock cost table ...................................................................69


vii

Glossary of terms

ATP Automatic Train Protection

ERTMS European Rail Traffic Management System

ETCS European Train Control System

GPRS General Packet Radio Service

GSM-R Global System Mobile - Railway

INESS Integrated European Signalling System

INNOTRACK Innovative Track Systems

IP Internet Protocol

KPI Key Performance Indicator

LCCA Life Cycle Cost Analysis

LCC Life Cycle Cost

LS Limited Supervision

MA Movement Authority

MCS Modular Cost Structure

MRM Multiple Reaction Monitoring

NPV Net Present Value

OBU On Board Unit

ORR Office of Rail Regulation

PSO Public Service Obligation

QoS Quality of Service

SEU Signalling Equivalent Unit

TOC Train Operating Company

UIC International Union of Railways

WG Working Group


1

This report describes the project context and

the company profiles of those new ERTMS

Benchmark WG members who began develop-

ing individual case studies in 2010 in order to

expand the data collection started in 2008.

This document is designed to bring the equiv-

alent deliverable, put together in 2009, up to

date. For this reason, the company profiles of

all ERTMS members who carried out case stud-

ies in 2009 have been omitted and the focus

has instead been on the specific lines or rolling

stock analysed in their current case studies.

In addition, to comply with the case study de-

velopers’ desire for confidentiality, no cost fig-

ures are included in the document this year. It

should in any case be apparent that this docu-

ment is essential to understand the sources of

our data and the environment in which we have

to contextualise our analysis of the results, il-

lustrated in Appendix B.

This report is also essential to follow the de-

ployment of ERTMS in Europe, as the new

track-side and on-board case studies can be de-

fined as a symbol of progress for the European

railway community: a step in the right direc-

tion towards removing technical barriers and

achieving real interoperability.

We have two basic objectives for the next few

years of the project. The first is to carry out ad-

ditional case studies beyond Europe in order to

understand the economic strategy of countries

in which there are no mandatory regulations.

The second is to conclude the project having

as far as possible implemented a case study for

each railway company that has already devel-

oped or plans to install ERTMS on their lines or

locomotives.

There are many individuals I have to thank relat-

ing to this work. First of all I would like to thank

Mr Paolo De Cicco who initiated and lead this

project faultlessly up until August 2010. I would

also like to thank all the UIC members who have

supported the project by contributing their

various case studies, and all my colleagues at

UIC who have participated in the project and

helped produce the 2010 deliverable.

Last but not least, I thank Mr Emilio Maestrini

and Mr Michele Elia, in their respective roles

as representatives of UIC and RFI, for giving me

the opportunity to lead this vital project for the

global railway community.

In conclusion, I would like to emphasise that

this document, along with the Final Report,

represents the continuation of data collection

and analysis of ERTMS life cycle costs. New case

studies and more experience of the installation

and operation of this new European automatic

control system can help us improve in a more

detailed way our cost framework structure.

If we are able to better visualise the cost dif-

ference and better understand the reason for

this difference, we will be able to bring greater

transparency to the railway market.

FOREWORD

VincenzoCarpinelli

UIC ERTMS Benchmark Project Manger

CASE STUDIES: UPDATE 2010 | Project context & Company profile2

Introduction

The UIC ERTMS Implementation Benchmark Study was launched in March 2008.

Infrastructure managers and railway undertakings have participated in this ambitious project that represents the first economic study on the implementation costs of ERTMS/ETCS on a life cycle cost basis.

Fourteen members of the working group have developed case studies together with UIC gath-ering real cost and performance data on this new European signalling system on the basis of a commonly agreed Modular Cost Structure (PMP supported UIC on benchmark methodologies).

Regarding the publication of case studies, which was to be the major output, an important issue was raised by work group members who were concerned about the confidentiality of the results and in particular about the presentation of real data concerning the Life Cycle Cost model. There-fore, the final output of this study has been divided in 3 distinct documents taking this concern into consideration.

The following three final documents have been provided by UIC and approved by the working group members and supported by the ERTMS Platform representatives:

• The ERTMS Benchmark Final Report 2010 containing anonymous cost comparisons - public document.

• The Case Studies 2009–2010: Project Context and Company Profile: a report presenting the case study participants and the specific project contexts - public document.

• The Case Studies 2009-2010: Cost Figures Database: a collection of case study reports com-pleted with related cost figures provided by the participants in the 3 defined benchmark pools: ERTMS/ETCS L1 trackside subsystem, ERTMS/ETCS L2 trackside subsystem and ERTMS on-board subsystem - confidential document.

Figure 1: Structure of outcomes of the ERTMS Benchmark Study 2010


3

This document presents the project context of each UIC member performing an individual case studyin2010.Inthisdocumenttheyaredescribedonlythecompaniesprofileofthenewcom-panieswhohavedevelopedforthefirsttimeanindividualcasestudy

The first chapter underlines the aim of the project of the ERTMS Benchmark Study 2008 – 2010 with an overview on the framework of the work, the objectives of the study, the project organisa-tion & planning as well as methodological approach.

Then each case study and in some cases the company profile are presented with an accurate description. The third chapter is a dedicated part to the ERTMS Regional in Sweden with a detail description of the Swedish case studies on-board side and trackside.

Finally, there is an outlook of future activities planned for 2011 with the most important strate-gies to follow up this project.


1. The UIC ERTMS Benchmark Study 2008-2010

This section gives an overview of the project organisation, objectives and current status of the Benchmark Study 2008 - 2010 performed under the leadership of the CCS&OPE Sector.

It was decided that it would also be included in the document: “Case Studies: Project Context & Company Profile” delivered with this Final Report for each document to be independent from the other.

1.1. Framework and objectives of the study

The Study was initiated in early 2008 in order to respond to growing demand in the railway com-munity for a quantitative economic analysis of ERTMS/ETCS implementation projects in different European countries. The study has been carried out under the leadership of the ERTMS Platform; its members have received regular updates when significant milestones have been reached and they have taken decisions regarding the development and strategic directions of the study.

The objectives of this study can be summarised as follows:

• UIC wishes to support its members in developing design options in order to reduce implemen-tation costs of ERTMS/ETCS projects. Therefore, the framework of an international benchmark was developed in order for ERTMS implementations to be comparable according to jointly agreed Modular Cost Structures and Key Performance Indicators.

• The main project objective was to develop a set of commonly agreed Modular Cost Structure/s and Key Performance Indicators for ERTMS implementation projects from a life cycle perspective.

• The ultimate aim remains to lower the overall ERTMS costs on a life cycle basis (i.e. R&D, com-ponents, engineering, maintenance etc.) for all future ERTMS/ETCS projects.

The following figure shows the 2 main phases of the UIC ERTMS Benchmark Study 2008-2010:

Phase 1:

Framing of the Benchmark

Phase 2:

Real data collection&

Roadmap 2009

03/2008 09/2008 10/2008 06/2009

PHASE 1 PHASE 2

Phase 3:

Continuous real data collection

&Task Force on O&M

07/2009 10/2010

PHASE 2

Figure 2: Main phases of the ERTMS Benchmark Study 2008-2010


5

So far, the Benchmark Study has been divided into two three main phases between the begin-ning of 2008 and end of 2010. In an initial phase from March to September 2008 the data set was gathered and all project participants were encouraged to participate in this UIC project while the second phase dealt with the collection of real data concerning ERTMS implementation projects and the establishment of the working group activity roadmap until June 2009, covering specific adja-cent activities. The third phase dealt with on-going case study data collection and the implementa-tion of a dedicated Task Force on ERTMS Operation and Maintenance.

1.2. Project organisation and planning

In order to meet the high expectations of the ERTMS Platform and to ensure efficient governance of the project, UIC set up the following organizational framework for this study:

Figure 3: Project structure

The following Members have committed themselves actively to participate in the study: ADIF, ATOC, BV, CFL, DB, Infrabel, JBV, Network Rail, ÖBB, OSE, ProRail, NetworkRail, RFI, RHK, SBB, SNCF, SZDC, Trenitalia ZSR/ZSSK/ZSSK Cargo.

Each member railway (infrastructure manager or railway undertaking) has appointed one repre-sentative for infrastructure-related issues and one for rolling stock-related issues. They constitute the active working group at railway level.

PMP has been chosen by UIC as an external consultant to cooperate with UIC and its members in the Benchmark supporting the methodology and economic assessment model as well as some project management activities.


yrtnuoCynapmoCliam-EemaNHelmut Berger [email protected] Zierl [email protected] friedrich [email protected] Helmut [email protected] Arnhold [email protected] Robert [email protected] Luc Ghisbain [email protected] Infrabel BelgiumRadek Cech [email protected] SZDC Czech RepublicPaul Froesig [email protected] Bane DenmarkRob Ireland [email protected] Networkrail EnglandTony Crabtree [email protected] ATOC EnglandVeli Matti Kantamaa [email protected]; RHK FinlandHuet Thierry [email protected] Crombe [email protected] Amaranti [email protected] Michael [email protected] Gralla [email protected] Schwarz [email protected] Kamps [email protected] Ruediger Hase [email protected] Sigrid [email protected] Petasi [email protected] [email protected] Vetsis [email protected] Petruccioli [email protected] Franceschini [email protected] Bini [email protected] Zanelli [email protected] Petriccione [email protected] [email protected] Sturm [email protected] Jaeger [email protected] Moscou [email protected] Platinga [email protected] Vrooland [email protected] Geir [email protected] JBV NorwayGlowacki Kasper [email protected] Krasuski [email protected] Zaletelj [email protected]'; Zeleznice SloveniaBohuslav Dohnalik [email protected] ZSR SlowakiaIbarrondo Nerea [email protected] RENFECambronero Maite [email protected] Iglesias [email protected] Hakan Nilsson [email protected] Ohrstrom: [email protected] Lars Olof Ersson [email protected] Malmberg [email protected] jan [email protected] Stefan [email protected] Huegli [email protected];Valera Gomez Jesus [email protected]

Martin Mayer [email protected] PMP

Vincenzo Carpinelli [email protected]çoise El Alaoui [email protected] Markovic [email protected]

UIC France

OEBB Austria

SNCF France

DB Germany

OSENET Greece

TI

RFI

Italy

CFL Luxemburg

NetherlandProrail

PLK Poland

SpainADIF

SBB Switzerland

BanverketTrafikverket Sweden

Figure 4: ERTMS Benchmark Members


7

It is important to highlight that the project team intensified its efforts between late 2008 and early 2009 in order to collect as many real case studies as possible for the three benchmark pools. This effort led to higher acceptance of the study results and increased the benefits of this benchmark study of ERTMS implementation projects.

It was therefore deemed crucial that each project participant provide UIC with real case data for the benchmark pools using the “standard cost model” issued beforehand.

1.3. Methodological approach

1.3.1. Detailed working methodology and review of Phase 1 (March 2008 – September 2008)The methodological approach for the first phase of this project between March and October 2008 can be described in the following 5 phases:

PhaSe1.1–Preparationphase

• This phase was dedicated to the preparation of a basic discussion paper and the organisation of initial informal discussions with the technical and economic representatives of the project participants;

• A questionnaire regarding cost elements, cost structures, key performance indicators, system specifications etc. was created at UIC level in cooperation with ETCS and GSM-R experts;

• An initial draft of KPIs and Modular Cost Structures was elaborated as a basis for discussion in the upcoming interview phase.

In this phase of the project UIC provided the working group participants with a discussion paper highlighting the key elements and objectives of the study and describing the ERTMS system con-figurations and modes of implementation at a generic level.

PhaSe1.2–Individualinterviewswithprojectparticipants’eRTMSexperts

• The draft version of the questionnaire for interview preparation was enhanced and completed.

• With regard to the preparation of the Workshop on 27 and 28 May 2008, UIC organised a series of face-to-face interviews with a number of project participants between April and May 2008. The objectives of these meetings were to discuss the project in general terms, identify points of view regarding Modular Cost Structures and Key Performance Indicators for ERTMS/ETCS Level 1, Level 2 and ONBOARD systems, collect feedback on the approach proposed by UIC and prepare the two-day workshop with all the project participants.

• A two-day technical workshop was prepared, integrating all feedback and comments received during the interview phase and preparing the decisions that would need to be taken by the working group.

PHASE 1.3 – Technical workshops (ERTMS/ETCS levels 1 and 2) including analysis and documentation

• The working group members gathered for a two-day technical workshop in order to discuss the input of the interview phase and develop a commonly agreed framework of modular cost structures and KPIs for the benchmark; this two-day workshop was held in Paris on 27 and 28 May 2008. One day was dedicated to the ERTMS/ETCS Level 1 system and the second day to


the ERTMS/ETCS Level 2 system together with on board. After an initial discussion on the draft modular cost structures for Levels 1 and 2, UIC identified a number of critical issues which would require particularly close attention during the workshop. These issues included, “inter alia”, the general discussion and decision concerning the Life Cycle Cost approach:

- The level of detail used in the modular cost structures according to the number of cost elements;

- The way of integrating Research and Development costs into the Benchmark Study;

- The number of different categories of “benchmark pools” to be set in order for homoge-neous contexts to be comparable;

- How to integrate GSM-R costs into the study;

- The identification of two volunteers for the initial two case studies to challenge the Modu-lar Cost Structures and the Key Performance Indicators identified.

• The results of the workshop were analysed in detail and the decisions thoroughly documented.

• The final framework of the modular cost structures for ERTMS/ETCS Level 1 trackside subsys-tems, ERTMS/ETCS Level 2 trackside subsystems and ONBOARD equipment subsystems was set, as well as the KPI database (Excel).

• The intermediate results of the project and decisions were presented to the ERTMS Steering Group and Platform members by the Project Manager in June 2008.

• A presentation of the project methodology was made by the Project Manager at the UIC ERTMS training seminar held on 1-3 July 2008 in Paris.

PHASE 1.4 – Pilot Case studies

• Two case studies were carried out with ProRail and SBB and the “proof of concept” was successful:

- ProRail’s experience of the Betuwe Route for the ERTMS/ETCS Level 2 trackside subsystem;

- SBB’s experience on the equipment of 20 locos with the ERTMS on-board equipment system.

• The feedback regarding the usability of the database was documented.

• Following these case study meetings, UIC provided ProRail and SBB with their respective case studies covering the following items:

- Cost models completed with real data

- Context description of: network, migration strategy, project context, fall-back philosophy, line specifications, etc.

PhaSe1.5–elaborationoftheUICeRTMSBenchmarkProjectReport2008

• The final project report of the first phase of the ERTMS Benchmark Study 2008 was drafted and distributed to the ERTMS Platform and Steering Group as well as all working group members.

• The final project report was presented on 18 Nov. 2008 at the tenth Platform Steering Board meeting (it is available at UIC upon request – ISBN 978-2-7461-1561-3 English version).


9

Project deliverables - Phase 1:

• Discussion paper on ERTMS cost and performance benchmarking (24 March 2008 ver.01);

• Meeting reports of the preparatory meetings with the study participants (April-May 2008);

• Two-day Workshop on 27-28 May 2008 - Documentation ;

• Intermediate Project Report (4 June 2008 ver. 1);

• COST MODEL: ERTMS Modular Cost Structures (4 Sept. 2008 ver. 3.1):

- ERTMS/ETCS Level 1 trackside subsystem;

- ERTMS/ETCS Level 2 trackside subsystem;

- ERTMS ONBOARD subsystem.

• List of Key Performance Indicators (March-August 2008);

• Progress reports to UIC ERTMS Steering Group (March, June, Sept., Nov. 2008);

• 2 Pilote case study reports (August-September 2008):

- ERTMS/ETCS Level 2 infrastructure – The Betuwe Route – ProRail;

- Rolling Stock - ERTMS on-board – SBB.

• Final Project Report 2008 (delivered on 18 November 2008).

1.3.2. Detailed working methodology and review of Phase 2 (October 2008 – July 2009)The different steps of Phase 2 of the project are presented were:

PhaSe2.1–Casestudydatacollection

Based on the ERTMS cost framework and list of key performance indicators developed in Phase 1 of the project between March 2008 and September 2008, the second phase consisted of the collec-tion real data from 14 different cases of ERTMS/ETCS implementation projects (some Level 1, some Level 2, some rolling stock ERTMS on-board units).

The data collection was organised in the following meetings on the working group members’ premises:

• CFL (Luxembourg, infrastructure and rolling stock);

• RFI and Trenitalia (Italy, infrastructure and rolling stock);

• Network Rail (UK, infrastructure) – real data on the Cambrian line was not available, the case study was considered not representative in terms of cost data;

• DB (Germany, infrastructure): real data on the 135 km of ERTMS/ETCS lev.2 Halle-Leipzig line was not available, the case study was considered not representative in terms of cost data;

• ADIF (Spain, infrastructure);

• SBB (Switzerland, infrastructure);

• ÖBB (Austria, infrastructure and rolling stock);

• OSE (Greece, infrastructure and rolling stock);


• ZSSK/ZSSK Cargo and ZSR (Slovakia, infrastructure and rolling stock): no real data available on 18 locos’ OBUs, the on-board case study was considered not representative in terms of cost data.

After these meetings, where costs and performance indicators were discussed in detail, a case study report was drafted, providing all information required understanding the specific situation and results of the cost and performance assessment.

The results of these case study meetings and the specific case study reports are the basis for the final project report integrating the cost comparison analysis within the three different benchmark pools. It is important to note that the agreed cost structures – in the three different pools – have always been used for all case studies developed. In fact, the absence of a uniform cost methodol-ogy is often considered a weakness in economic assessments that hinders the interpretation and comparison of studies. Standardisation is therefore an important topic within this field, and this is why the benchmark working group has worked for almost the whole first phase on laying down the basis for a common methodology and choosing cost categories. A uniform cost model has been de-veloped and agreed on; the aim is for it to become a standard document that will be used in tender processes at European corridor level.

PhaSe 2.2 – Roadmap (action plan) of the BenchmarkWorkingGroup activities in 2009 anddraftingofanup-to-datesummarydocumentoneRTMS/eTCSmigrationalongthesixeuropeanfreight corridors

This phase consisted of a brainstorming session involving UIC and the WG members in order to identify all planned and potential action in the field of economic assessment of ERTMS projects for 2009 and the documentation of this action in a roadmap document.

Signalling equivalent unit (SEU) workshop

Dec. 08

End of “global data

collection phase”

Feb. 2009

Final Workshop ERTMS Benchmark

Study 2008-2009

Report on cost and performance comparison of European ERTMS implementations

June 2009

Communication for UIC ERTMS Conference in Malaga (Spain)

March 2009

Integration into the UIC ERTMS

database

Brief analysis of the ERTMS migration on

corridors

Jan. 2009 Follow up SEU working

group

Intermediate results on ERTMS costs for OBU (investment only) were published by the WG: about 300 K€ per OBU

April 2009

May 2009

July 2009

Signalling equivalent unit (SEU) workshop

Dec. 08

End of “global data

collection phase”

Feb. 2009

Final Workshop ERTMS Benchmark

Study 2008-2009

Report on cost and performance comparison of European ERTMS implementations

June 2009

Communication for UIC ERTMS Conference in Malaga (Spain)

March 2009

Integration into the UIC ERTMS

database

Brief analysis of the ERTMS migration on

corridors

Jan. 2009 Follow up SEU working

group

Intermediate results on ERTMS costs for OBU (investment only) were published by the WG: about 300 K€ per OBU

April 2009

May 2009

July 2009

Figure 5: Roadmap 2009 of UIC ERTMS WG activities


11

Furthermore, this phase also represented Platform’s initiative to contribute to the migration to-wards ERTMS along the six ERTMS freight corridors. For this purpose, the existing UIC documenta-tion and public data on the corridors were reviewed in order to provide the Platform and other stakeholders with a short document summarising the status of migration along these corridors.

On the basis of this document UIC identified fields of further investigation that should support the corridor organisations in clearly identifying the benefits of the new European signalling system and understanding the economic impact of migration.

PHASE 2.3 – ERTMS Benchmark Study Workshop 2009

On 19 May 2009, UIC organised a follow-up workshop involving the members of the Benchmark Working Group in order to share the initial results of the real data collection phase and take some necessary decisions with regard to the publication of the final project report. Open questions were discussed and the priorities in the WG activities for 2010 and beyond were set.

PhaSe2.4 –dataharmonisationanddraftingof thefinal report oneconomic assessmentofeRTMSimplementationprojects(onthebasisofthecasestudyreports)

During this final phase of the project the detailed final benchmark report was drafted, drawing con-clusions from different cost and performance positions seen in the various case studies.

For this purpose, the case studies needed to be reassessed in detail and a common presentation structure had to be developed. Comparable data was prepared in an efficient and meaningful way in order to provide insight and conclusions from the study.

Since data availability and quality was sometimes problematic due to difficulties faced by the rail-ways, particularly in obtaining data for the R&D and O&M phases of the system life cycle, UIC decided in its workshop on 19 May 2009 to initiate dedicated task force meetings for the three “benchmark pools” (ERTMS/ETCS L1 trackside subsystems, ERTMS/ETCS L2 trackside subsystems and ERTMS onboard subsystems). The objectives of these meetings were to harmonise data where appropriate, due to differences in the quality or availability of data, and find a way to show a con-sistent picture of the true cost situation with regard to the different project contexts.

The description of the data harmonisation process has finally been integrated in the final project report 2009.


• Roadmap of UIC activities on ERTMS economic assessment for 2009/2010;

• Summary document on the status of ERTMS migration along the 6 ERTMS corridors for freight: “6 corridors – ERTMS implementation update” (March 2009);

• Organisation of a Signalling Equivalent Unit (SEU) workshop in December 2008, a follow-up meeting with a task force group of four member railways and related documentation (presenta-tions, minutes, preparation of decisions to be taken, etc.) (December 2008 – June 2009);

• Preparation, organisation and documentation of the ERTMS Benchmark WG operational work-shop 2009 held on 19 May in Paris: presentations, handouts, minutes and documentation, fol-low-up/proposal of next steps, preparation of decisions to be taken, etc. (May 2009);


• Benchmark report on cost and performance comparison as a conclusion to the results from the case studies and presentation of compared data – Final Report (September 2009);

• 14 case study reports for the following ERTMS implementation projects:

IMs/RUs INFRASTRUCTURE ERTMS/ETCS LEV.1 and 2

ROLLING STOCKERTMS ONBOARD units

ProRail Utrecht, 29-30/07/08: Betuwe line – ETCS lev.2 freight -110 km DT (Alstom) – Pilot case study

CFL Luxembourg, 06/10/08: CFL – Luxembourg-Ettelbruck line, ETCS lev.1 - 39 km double track (Alcatel/Thales)

Luxembourg, 06/10/08: 22 EMU 2000 (Alstom)

RFITrenitalia

Rome, 27/10/08: RFI – Rome/Naples ETCS lev.2 - 204 km double track (Alstom/Ansaldo) Florence, 28/10/08: 30 ETR 500 (Alstom)

ADIF

Madrid, 03/02/09: Barcelona-Figueres section, part of the Madrid-Barcelona-French border line, ETCSlev.1– 132 km DT (Thales)Madrid, 03/02/09: Barcelona-Figueres section, part of the Madrid-Barcelona-French border line, ETCSlev.2 – 132 km DT (Thales)

SBB Paris, 11/02/09 : Mattstetten–Rothrist – ETCS lev. 2– 45 km DT plus 10 km ST (Alstom/Thales)

Berne, 27-28/08/08: 20 locos TRAXX family (Bombardier) – Pilot case study

ÖBBÖBB cargo

Vienna, 16/04/2009: Vienna – Hegyeshalom –(Budapest) ETCS lev.1 – 65 km DT (Siemens/Alcatel)

Vienna, 17/04/2009: 13 locos type “1116 TAURUS”(Siemens)

OSE/ERGOSE

Athens, 29-30 April 2009: SKA–Platy–PromachonasETCS lev. 1 –396 km DT +150 km ST (Thales/Terna)

Athens, 29-30 April 2009: 122 vehicles of 6 different types (Ansaldo)

IMs/RUs INFRASTRUCTURE ERTMS/ETCS LEV.1 and 2

ROLLING STOCKERTMS ONBOARD units

ProRail Utrecht, 29-30/07/08: Betuwe line – ETCS lev.2 freight -110 km DT (Alstom) – Pilot case study

CFL Luxembourg, 06/10/08: CFL – Luxembourg-Ettelbruck line, ETCS lev.1 - 39 km double track (Alcatel/Thales)

Luxembourg, 06/10/08: 22 EMU 2000 (Alstom)

RFITrenitalia

Rome, 27/10/08: RFI – Rome/Naples ETCS lev.2 - 204 km double track (Alstom/Ansaldo) Florence, 28/10/08: 30 ETR 500 (Alstom)

ADIF

Madrid, 03/02/09: Barcelona-Figueres section, part of the Madrid-Barcelona-French border line, ETCSlev.1– 132 km DT (Thales)Madrid, 03/02/09: Barcelona-Figueres section, part of the Madrid-Barcelona-French border line, ETCSlev.2 – 132 km DT (Thales)

SBB Paris, 11/02/09 : Mattstetten–Rothrist – ETCS lev. 2– 45 km DT plus 10 km ST (Alstom/Thales)

Berne, 27-28/08/08: 20 locos TRAXX family (Bombardier) – Pilot case study

ÖBBÖBB cargo

Vienna, 16/04/2009: Vienna – Hegyeshalom –(Budapest) ETCS lev.1 – 65 km DT (Siemens/Alcatel)

Vienna, 17/04/2009: 13 locos type “1116 TAURUS”(Siemens)

OSE/ERGOSE

Athens, 29-30 April 2009: SKA–Platy–PromachonasETCS lev. 1 –396 km DT +150 km ST (Thales/Terna)

Athens, 29-30 April 2009: 122 vehicles of 6 different types (Ansaldo)

ZSRZSSK

Bratislava, 25/05/09: Bratislava-Nové Mesto – ETCS lev.1 - 89 km DT (Siemens)

ZSRZSSK

Bratislava, 25/05/09: Bratislava-Nové Mesto – ETCS lev.1 - 89 km DT (Siemens)

Figure 6: Case studies developed till end 2009

These case study documents include the following information:

• Description of network migration strategy, project context, fallback philosophy, line specifica-tions, etc.

• Cost models completed with real data and interpretation of the results.

1.3.3. Detailed working methodology and review of Phase 3 (July 2009 – October 2010)In terms of working methodology the third phase of the UIC ERTMS Benchmark Project the follow-ing steps:

PhaSe3.1–Casestudydatacollection

Based on the ERTMS cost framework and list of key performance indicators developed in Phase 1 of the project, this step consisted of the continuation of real data collection from 7-9 new case studies.

The data collection was organised in the following meetings on the working group members’ premises:

• ProRail (The Netherlands, infrastructure)

• ÖBB (Austria, on-board)

• ÖBB (Austria, infrastructure)


13

• Trafikverket (Sweden, ERTMS Regional and on-board)

• RFI (Italy, infrastructure)

• DB (Germany, on-board)

• ADIF (Spain, infrastructure L1 and L2 still in elaboration)

After these meetings, where costs and performance indicators were discussed in detail, a case study report was drafted, providing all information required understanding the specific situation and results of the cost and performance assessment.

The results of these case study meetings and the specific case study reports are the basis for the final project report 2010 integrating the cost comparison analysis within the three different bench-mark pools.

PhaSe3.2–Improvingoftheunderstandingofoperation&MaintenancestrategiesandcostsinthefieldofeRTMS

This step consisted in the set-up of a UIC ERTMS O&M Task Force. The first two phases of the pro-ject revealed a lack of in-depth knowledge of this phase of the system life cycle and since many projects are now implemented and in operations, the focus of the information exchange among the peers of the UIC ERTMS Benchmark Project was shifted on the Operation and Maintenance phase of the system where knowledge was built on common ground.

Within this context, UIC organized 4 dedicated Task Force meetings on this subject and the results of this work are presented in chapter 3 of this report.

PHASE 3.3 – UIC ERTMS Benchmark Study Workshop 2010

This step consisted in the preparation of the annual workshop of the UIC ERTMS Benchmark Proj-ect including the presentation of intermediate results and a first open discussion among European railway stakeholders.

After 2 years of work, on September 28th 2010, more than 100 participants from rail industry, infrastructure managers, railway undertakings, railway associations and other stakeholders in the railway business followed the invitation of UIC to discuss recent developments in the field of eco-nomic evaluation of ERTMS. At this occasion, speakers from the European Railway Agency (ERA), the European Commission (EC), UNIFE and a Representative of the Railways Notified Bodies (No-Bos) shared their respective views on the subject and UIC presented some intermediate results of the work carried out by the UIC ERTMS Benchmark Working group between 2008 and 2010.

The huge interest in the UIC ERTMS Benchmark Project and the high number of participants at the Workshop confirmed UIC in its initiative to continue working with the ERTMS Benchmark Working Group on economic issues and enhance collaboration between the various railway stakeholders in order to properly analyze past experiences, get a better knowledge and control over costs and increase transparency in the market.


PHASE 3.4 – Update of the UIC ERTMS Benchmark Project Report and the related lCC databases

This last phase consisted of the publication of this report and the update of the LCC databases in the 3 Benchmark Pools with regard to the new case studies carried out in 2010.

The report provides the conclusions from the different cost positions observed in the existing and new case studies. In total, some 20 case studies on ERTMS LCC have been carried out since 2009.

The case studies have been evaluated in detail and presented at the annual workshop mentioned above. Comparable data has been prepared in an efficient and meaningful way in order to provide insights and conclusions form the new results.


• 7 new case study reports ( the 2 ADIF case studies have to be still concluded ) for the following ERTMS implementation projects:

Ims/Rus INFRASTRUCTURE ERTMS/ETCS LEV 1 and 2 ROLLING STOCK ERTMS ON-BOARD units

Rome, 12/02/2010: RFI - Rome/Naples ETCS lev. 2 High Speed

line- 204 km double trackRome, 12/07/2010: RFI- Milano/Bologna ETCS lev 2 High Speed

line- 193 km double track

Utrecht, 03/05/2010: Hanze line- mixed signalling Level 2 ERTMS as

an overlay to conventional signalling -45 km double track

Prorail

Luxembourg, 06/10/2008 CFL- Luxembourg-Ettelbruck line ETCS

lev. 1- 39 km double track

RFITrenitalia

CFL

Trafikverket

Borlange, 15/06/2010: 25 vehicles (of a total

sampleof 1800 vehicles) in a joint

procurement program between

Jernebanverket and Banverket

Utrecht, 29-30/07/2008:Betuwe Line - ETCS lev. 2 freight line -

100km double track -Pilot Case study

Athens, 29-30/04/2009: SKA-Platy-Promachonas ETCSlev.1 -

396Km double track+ 150 km single track

DB

OSE/ERGOSE

ZSR/ZSSKBratislava, 25/05/2009: Bratislava-Novè Mesto ETCS leve.1- 89 km

double track (Siemens)

Berne, 27/08/08; 20 locos TRAXX family

(Bombardier) Pilot case study

Madrid 03/02/2009 : Barcelona- Figuerer section, part of the madrid-

Barcelona-French border line, ETCS lev 2 -132km DTADIF Madrid 03/02/2009 : Barcelona- Figuerer section, part of the madrid-

Barcelona-French border line, ETCS lev 1 -132km DTParis, 11/02/09 : Mattstetten- Rothrist- ETCS lev. 2 45km double

track plus 10 km single track SBB

Vienna 16/04/2009: Vienna Hegyeshalom-(Budapest) ETCS lev.1-

65km DT

Vienna, 17/04/2009: 13 locos type "1116

TAURUS"OBBOBB Cargo Vienna, 25/05/2010: Vienna St. Phten new line construction ETCS

leve 2-60 km double track

Vienna, 06/04/2010: 50 locos type "1216

Taurus"

Luxembourg 06/10/2008: 22 EMU 2000

Florence, 28/10/2008: 30 ETR 500

Borlange, 15/06/2010: ERTMS Regional Line Repbadken-Malung ETCS Regional

Frankfurt, 14/04/2010 34 vehicles for ICE

(3M) B406Athens, 29-30/04/2009: 122 vehicles of 6

different types

Figure 7: Case studies carried out till end 2010 ( in red new projects of 2010)


15

• Documentation of the annual UIC ERTMS Benchmark Project Workshop: presentations, hand-outs, minutes, press release …);

• Report of the series of Task Force meetings on ERTMS Operation & Maintenance;

• Realisation of a survey and documentation of the feedback of the survey by the ERTMS O&M Task Force Members;

• Updated and automated versions of the UIC ERTMS LCC databases in the 3 Benchmark Pools (L2, L2, On-board);

• Updated version of the UIC ERTMS Benchmark Report 2010;

• Roadmap of UIC activities on ERTMS economic assessment for 2011.

1.4. Current ERTMS projects in Europe

Information on ERTMS implementation plans has been collected and stored in UIC, as part of the ERTMS Platform activity, since 2006, in a comprehensive data base per line sections and per coun-try, reporting detailed information on infrastructure and rolling stock.

The data base is built on official information given by Platform members with the objective of offer-ing them an on-going added-value service and to maintain our strategic position and understanding of the rail business.

The following ERTMS implementation projects could be identified:


Figure 8: ERTMS European lines in commercial service


17

Figure 9: List of European ERTMS/ETCS projects


2. Company profile & Project context

In this chapter we present the companies profiles of the contributors and the project context of the specific ERTMS/ETCS implementation activity. For the case studies as OBB, RFI and ProRail we have omitted the company profile, because they are already available in the first publication of this document drawn in 2009. In this moment we are working to 2 new case studies with ADIF that we will present in the third version of this document at the beginning of 2012

The company profile and the project context will be presented started with ERTMS Rolling Stock projects, followed by ERTMS Trackside Level 2 projects.

2.1. Onboard

The following railway undertakings have worked with UIC to develop a case study on Rolling stock ERTMS/ETCS equipment projects:

• DB rolling stock case equipment of 34 on Board Units for ICE 3M (BR406)

• OBB rolling stock case equipment of 50 Units of “1216” (TAURUS)

2.1.1. The DB Rolling stock case – 34 On-board units for Ice 3m (br406)This section presents a case study carried out between DB, UIC and PMP with relation to the UIC ERTMS Benchmark Study in September 2010. It is structured to first present the DB, give a brief network analysis, present DB’s ERTMS equipment strategy in general and provide detailed informa-tion on the specific ERTMS/ETCS Rolling Stock equipment project of 34 on board units equipped on ICE 3M (BR 406).

2.1.1.1. DB at a glanceDB Group was founded in 1994, following the Unification Treaty of 1990 where Deutsche Bundes-bahn (West Germany) and Deutsche Reichsbahn (East Germany) are merged and declared special assets of the German Federal Republic. Subsequently, rail reform started with the separation of the commercial and public sectors and the implementation of a holding company structure.

The commercial sector (Deutsche Bahn AG) includes transport, track infrastructure and related business activities. The public sector includes sovereign tasks, human resources management and debt management.

Deutsche Bahn AG (DB, hereafter) regroups local & long distance passenger transport, freight trans-port and track infrastructure activities. With a total of nine business units split into three divisions (DB Bahn, DB Schenker and DB Netze) the Group generated 30 billion Euros in revenue in 2009, with a positive EBIT of 1.685 billion Euros. DB has 239 K employees worldwide, 75 % of which are based in Germany.


19

Key Facts by Division (all figures at December 31st 2009):

dBnetze(dBnetworks)

• 3 Business Units (Track, Stations, Energy)

• Largest rail network in Europe

• 63,914 km rail track

• 5,707 passenger stations

• 7,754 km-long electricity network

• 143.3 million station stops per year

• 7.7 billion Euros revenue

• 878 million Euros EBIT

• 47,000 employees

dBBahn(PartofdBMobilityLogistics)

• 3 Business Units (Long Distance, Regional, Urban)

• 1.9 billion rail passengers by year

• 26,906 trains per day

• 800 million bus passengers per year

• Approximately 4 million BahnCards in circulation


• 1.1 billion Euros EBIT


dBSchenker(PartofdBMobilityLogistics)

• 3 Business Units (Rail, Logistics, Services)

• 341 million tons of transported goods per year

• 4,739 freight trains per day

• 484 tons per train

• 70 million shipments in European land transport


• 135 million Euros EBIT



DB’s strategy of strengthening its transport networks through cross-border long distance services and evolving into a global logistics service provider with integrated networks, is positioning the Group to be a leading, global mobility and logistics organization. This strategy is aligned with the major trends in the transport market to drive growth: globalization, climate change & resource shortages, liberalization in the EU, and demographic changes.

2.1.1.2. Network context analysis – ERTMS migration strategynetworkinformation

DB has the largest rail network in Europe. Being at the crossroads of Europe, DB’s rail infrastructure network is geographically the most important in Europe. DB Netze (DB Networks) manages markets and develops rail infrastructure and guarantees non-discriminatory access to the rail network.

Key Network Facts (at December 31st 2009)

• Length of line operated: 33,896 km

• Switches/crossings: 71,144

• Bridges: 27,165

• Tunnels: 778

• Number of passenger stations: 5,718


21

Figure 10: Deutsche Bahn network

2.1.1.3. DB ERTMS history

Trackside

DB has already implemented one ERTMS/ETCS Level 2 project (Berlin – Leipzig) with the software version 2.2.2+. This project was the only implementation project of an ERTMS/ETCS Level 2 version on an existing line up to now.

In addition, DB has planned to equip the international corridors A (Rotterdam-Genoa), and F (Var-sovie – Duisbourg) with ERTMS/ETCS Level 1 Limited Supervision (same equipment strategy as SBB) and level 2 where necessary for capacity reasons by 2015/2020. With this special system configura-tion of an ETCS Level 1 based system DB can apply ETCS to any existing infrastructure by equipping it with ETCS Level 1 components but still using line side signals (full technical interoperability with-out cab signalling). The ERTMS/ETCS Level 1 LS mode will potentially be included in the next SRS version 3 and should be already used in conjunction with SRS 2.3.0d.

This migration strategy is in line with the European ERTMS/ETCS implementation agenda on inter-national corridors (equipment of interoperable freight corridors with one interoperable signalling system (ERTMS Level 1 or 2).


On Board Equipment (OBU) (1 EMU = 2 OBU)

There are currently 6 on board equipment projects for DB Bahn Long Distance:

1. loco (BR 101)

• 5 Locomotives are equipped with ETCS Level 2

• only for the pilot test project in Germany

• SRS 2.2.2

2. ICE 1 (BR 401)

• 19 EMUs are equipped with ETCS Level 1/2

• ETCS only for Switzerland

• SRS 2.2.2 CH

3. ICE T (BR 411/415)

• 71 EMUs will be equipped with ETCS Level 1/2

• ETCS for Germany/ Austria/Switzerland

• SRS « Baseline 3 »

4. ICE 3 (BR 403)

• 50 EMUs will be equipped with ETCS Level 1/2

• ETCS for Germany

• SRS «Baseline 3“

5. ICE 3M (BR 406) – Equipment project analyzed by this case study

• 5 EMUs are equipped with ETCS Level 1/2

• Furthermore 12 EMUs will be equipped with ETCS Level 1/2 by 2012

• SRS 2.3.0d

6. Thalys PBKA

• 2 DB-EMUs are equipped with ETCS Level 1/2

• SRS 2.3.0


23

2.1.1.4. Project context analysisGeneralinformationaboutthedBRollingStockequipmentcasestudy:ICe3M(BR406)

ICE 3 is a family of high-speed EMUs of Deutsche Bahn. It includes classes 403 and 406, which are respectively known as ICE 3 and ICE 3M/ ICE 3MF.

Four multisystem trains are owned by Neederlandse Spoorwegen (Dutch Railways). The ICE 3M and ICE 3MF (Class 406; M for multisystem and F for France) were developed to operate services Europe-wide under the four different Railway electrification systems in use on Europe’s main lines and with support for various train security systems.

7 ICE 3M are owned by DB Long Distance AG, 4 ICE 3M by NS (Nederlandse Spoorwegen). The DB and NS trains together form a pool. Currently, 5 of those EMUs are used for cross-border runs be-tween the Netherlands, Germany and Belgium.

For cross-border operations between France, the Netherlands and Germany 6 ICE 3 MF are owned by DB Long Distance AG.

Figure 11: Implementation of the ICE 3M (406) in Europe

ImplementationplanningofthedBRollingstockequipmentcasestudy:ICe3M(BR406)

Phase 1

For the start of the commercial operation on the high speed line `L3` in Belgium (only equipped with ETCS level 1 and 2) in June 2009, five trains of the BR 406 were equipped with ETCS. The high-speed line `L3` shortens the journey time between Frankfurt-Cologne-Brussels (L79) by one hour.

In the first step ETCS was installed in parallel to the existing train control systems (class B).

Phase 2

For the start of the commercial operation on the new line between Amsterdam and Utrecht (ETCS level 2), the remaining 12 EMUs will be equipped with ETCS level 1 and 2 until December 2012. The new line provides a speed increase from 140 up to 160 km/h.


All 17 EMUs of BR 406 get a full integration of the ETCS onboard system in accordance with TSI. Therefore the five trains of phase 1 will be upgraded.

The entire fleet of BR 406 (17 EMUs) will be equipped with ETCS level 1 and 2 until December 2012.

The homologation processes are necessary in 4 countries:

• Certification in Germany (all 17 EMUs of BR 406),

• Certification in Belgium (all 17 EMUs of BR 406),

• Certification in the Netherlands (all 17 EMUs of BR 406),

• Certification in France (6 EMUs – ICE3 MF).

The old class B system for every country has to be integrated in the ETCS-System.

Figure 12: Implementation Planning of the ICE 3M (406) in Europe

2.1.2. The ÖBB Rolling stock case – 50 units of “1216” (TAURUS)This section presents a case study carried out between ÖBB, UIC and PMP with relation to the UIC ERTMS Benchmark Study in April 2010. It is structured to present ÖBB’s ERTMS equipment strategy in general and provide detailed information on the specific ERTMS/ETCS Rolling Stock equipment project of 50 units of the locomotive type “1216” (Taurus). The Austrian Railways OBB profile is available in the Case Studies version of 2009 .The ÖBBProduktionGmbh is responsible for the equipment of the ÖBB fleet with ERTMS.


25

2.1.2.1. Signalling systems in Austria and ERTMS migration strategy

The principal objective of ÖBB’s on-board equipment philosophy can be summarized as follows:

Why ERTMS?

TodayTomorrow

The objective is to migrate towards a more cost-

effective on-board equipment for signalling

Figure 13: ÖBB ERTMS on-board philosophy

ÖBB’s Rolling Stock migration (RS) strategy defined a priority for “high speed” passenger trains and freight locomotives to be migrated to ERTMS. In a first step, the rail vehicles foreseen for the newly built lines (e.g. Vienna-St. Pölten) which will be equipped with track-side ERTMS systems and those running on the European ERTMS corridors passing through Austria (B, E) shall be equipped with ERTMS.

The following list of priorities was established by the ÖBB:

• Retrofitting of all vehicles of construction year 2000 or later with ERTMS/ETCS

- Priority 1: 1016/1116, 1216, 4011 (DB 411), 8090 (Railjet control cab car)

- Priority 2: 8633 (double decker control cab car)

- Priority 3: 4023/4024/4124, 2016, 5022

- Priority 4: 2070

• No Fitting of vehicles built before 2000

- 1044/1144

- Dispatching locomotives (except 2070)

• ERTMS/ETCS L2 fitting of all new vehicles (taking into service after 2015 beginning of tender procedure after 2012)

- Urban and regional transport vehicles (50 % of the urban and regional fleet of ÖBB is quite old and therefore the retrofitting of these types has been excluded by ÖBB management, the other 50 % are integrated in priority 2 mentioned above)

- Freight locomotives

- Heavy dispatching locomotives.


2.1.2.2. Project context analysisThe context of a train control system is decisive for the cost level. Due to the fact that the context is strongly location-dependent, a decision was made to produce an inventory of the factors and uncertainties that determine costs for train control systems on the basis of a model corridor. As a result, the context for the specific train control system has to be considered.

GeneralinformationabouttheÖBBRollingStockequipmentcasestudy

Until 2012 and 2015, the following existing Rolling Stock shall be migrated to ERTMS/ECTS includ-ing a broad range of trains from regional trains to high-speed trains and other cargo trains as well as all new trains:

Type until 2012 until 2015

Figure 14: On-board ERTMS/ETCS migration in Austria until 2015

• The totality of these vehicles to be equipped until 2015 (449 plus an option for 20 maintenance vehicles) were tendered in one contract which was concluded between ÖBB and Alstom in 2009.

• The procurement of ERTMS/ETCS equipment for the locomotives of the type “1016”, “1116” and “1216” by the ÖBB Produktion Division and for the control cab cars of the types “8090” (Railjet) by the ÖBB Passenger Division has been realized in a joint procurement process. This procurement process included also an option for the ERTMS/ETCS equipment of 20 mainte-nance vehicles for the ÖBB Infrastructure Divisions. The publication of the tender was made in 2008 while the tender is launched in 2009.

• The procurement of ERTMS/ETCS equipment of 3 units of the type “ICE-T BR 4011” by the ÖBB Passenger Division has been realized in a joint procurement process with 67 units of the type “ICE-T BR 411/415” by DB.

• The 449 vehicles that are subject of this tender procedure (plus the option of 20 maintenance vehicles) make ÖBB one of the largest ERTMS/ETCS fleet owner in Europe; with this contract, ÖBB will have equipped 25 % of its total fleet with ERTMS/ETCS by 2015 (and more than 50 % of all electric locomotives/vehicles).

• For the moment, Diesel engines will not be equipped with ERTMS/ETCS.


27

In its invitation for tender in 2009, ÖBB specified in its search criteria that only companies with a “strong experience” in fitting different types of vehicles with ERTMS/ETCS L2 systems would be invited to participate in the procedure. Precisely ÖBB asked its bidders to proof the equipment of at least 50 units of minimum 2 different types that are already in operational use with ERTMS/ETCS L2 for more than one year.

After the criteria check Thales (strongly focusing on track-side equipment projects) retained from participation in the tender process and Ansaldo (who had difficulties to meet the criteria of having 50 equipped vehicles in commercial operation with Level 2 for at least 1 year) could not meet the mentioned criteria. Hence, only two industrial companies were left to participate in the tendering process of 449 vehicles of 3 different vehicle types (plus an option of 20 vehicles for maintenance cars): Siemens and Alstom.

Although Siemens had already equipped 13 ÖBB vehicles of the type “1116” (Taurus) some years ago with relation to the taking into service of the pilot line Vienna – Nickelsdorf with ERTMS/ETCS L1 (both the on-board equipment and the track-side equipment project were subject of a case study carried out with ÖBB with relation to the UIC ERTMS Benchmark Study 2008/2009), Alstom could convince ÖBB with its offer after an intense phase of tender negotiations. The contract legally confirmed in December 2009 by ÖBB.

Another request in this tender was that the operational equipment of the ERTMS systems in the dif-ferent vehicles would be carried out by ÖBB employees (coached and trained by Alstom managers) and therefore a know-how transfer between the industrial partner and the ÖBB could be assured. Also, a part of the contract fees would be re-injected in the ÖBB group through this measure.

The chosen specs reference for implementation will be SRS 2.3.0d and the Rolling Stock will be equipped with dynamic transition system allowing interoperability between:

• PZB à ETCS à PZB

• EVM à ETCS à EVM

• MIREL à ETCS à MIREL

• ZUB à ETCS à ZUB

• SCMT à ETCS à SCMT (only as an option at the moment)

In terms of equipment priorities, ÖBB has defined the following criteria:

• Equipment start with all vehicles used on ERTMS Corridor E and in Austria and Hungary (types “1116” et “8090” Railjet)

• Furthermore all vehicles used on ERTMS Corridor B and in Austria and Italy (all types)

ÖBB,UICandPMPdefinedasubsetof thedescribedtenderingprocessof449vehicles tobeadded to the UIC ERTMS Benchmark Study 2010. Hence, a new data set of 50 vehicles of the type “1216” (Taurus) shall be integrated in the UIC ERTMS cost database.


2.2. Trackside Level 2

The following infrastructure railways have worked with UIC to develop a case study on ERTMS/ETCS Level 2 projects:

• OBB infrastructure trackside case – 60 Km double track ERTMS Level 2 (New Line) Vienna- St Pölten,

• RFI trackside case- 182 km double HS track ERTMS Level 2 Milano Bologna,

• Prorail trackside case- 50 km double track ERTMS Level 2 Overlay Hanze Line.

2.2.1. TheÖBBInfrastructurecase–60kmdoubletrack(newline)Vienna–St.PöltenThis chapter presents a case study carried out between ÖBB, UIC and PMP with relation to the UIC ERTMS Benchmark Study in May 2010. It is structured to present the specific ERTMS/ETCS Infrastructure equipment project Vienna-St.Pölten, 60 km double track (new line) with ERTMS/ETCS Level 2. The Austrian Railways OBB profile is available in the Case Studies version of 2009. We report only some changes management processes regarding the company in the last year.

In October 2009 the two infrastructure companies of the ÖBB Group (ÖBB-Infrastruktur Bau AG and ÖBB-Infrastruktur Betrieb AG) were merged into one single railway infrastructure manager, the ÖBB-Infrastructure AG, being responsible for the entire asset management, traffic management and traffic control, maintenance works, renewals, construction of new lines, etc. This organizational change builds the basis for an integrated infrastructure asset management in terms of optimized lifecycle management and eliminates many costly interfaces between maintenance, renewal and development activities in the Austrian rail network.

Figure 15: Vienna- St Pölten line under construction


29

With this merger, the responsibility for infrastructure management is put into one single company providing the basis for a better process and resource management under increased efficiency. In January 2010 the new structure was legally adopted. However, the business transformation is car-ried out in various stages from the legally-formal merger to fully operational business integration in the sense of a unified corporate identity and coherent strategic direction.

2.2.1.1. Network context analysis – ERTMS migration strategy

networkinformation

The railway network in Austria, as of December 31st 20071:

Total length of lines 5767 km

Double track 2032 km

Single track 3735 km

Main track 7 675 km

Electrified track 5463 km

N° of passenger stations 1 429N° of switches 6 228

The Austrian rail system comprises 5 767 kilometres of lines, of which 2032 km is double track and 3 735 km single track. There are a total of 5463 kilometres of electrified tracks and the entire rail network comprises 7 675 km of main track.

In 2007, the passenger transport volume was 191,6 Mio. Journeys adding up to some 86,6 Mio. Passenger train kilometres or 8,9 bn passenger kilometres.

In terms of freight transport output ÖBB produced some 25,4 millions of gross ton kilometres in 2007 corresponding to 58,81 millions of freight train kilometres.

2.2.1.2. ÖBB ERTMS history

ÖBB has been involved in the European strategy for ERTMS for 15 years now and has developed its own coherent migration strategy from the very beginning:

• 1995: Elaboration of a feasibility study for the line Vienna-Budapest in cooperation with the European Commission;

• 1998/99: First tests of the newly implemented pilot line with ERTMS/ETCS Level 1 between Vienna-Budapest;

• 2002: Construction of the ERTMS/ETCS L1 project Vienna-Hegyeshalom (Budapest);

• 2005: Decision for ERTMS/ETCS L1 implementation on the lines Vienna-St. Pölten on the exist-ing line and Wels-Passau (finalisation and taking into service planned for 2011);

• 2008: Decision and project start for the first two ERTMS/ETCS L2 projects (Brenner corridor and Vienna-St. Pölten on the new line) – finalisation and taking into service planned for 2012;

• 2008: Commercial operation of the ERTMS/ETCS L1 project Vienna-Hegyeshalom.

1. Source: UIC LICB database 2007


astrongprojectorganisationtodealwiththecomplexityofeRTMS

Due to the high complexity of the new European train control system ERTMS and the necessary interaction between track-side and on-board equipment of such a high-tech system ÖBB took the decision to implement a dedicated project team dealing with all aspects of ERTMS with the aim to optimize the coordination between the implementation of infrastructure and on-board equipment projects.

The project team is equipped with experts in their respective field and working in a modern and transversal project organization under the management of an experienced project manager who coordinates all activities. He is supported by a project management office in charge of the follow up of the project tasks and the project reporting.

4 functional sub-projects have been implemented:

• Infrastructure,

• On-board equipment,

• Operating procedures ERTMS,

• GSM-R.

In addition to these functional subprojects, ÖBB has put in place a structure of support functions in a matrix organization that shall support the subproject managers to achieve their project objec-tives. These support functions are the following:

• System integration (external service provider),

• Tendering procedures / Purchasing,

• Tests and Taking into service,

• Public Authorities / Certification processes,

• Training,

• Public National and European subsidies,

• Maintenance.

This transversal project structure has been set up with regard to the first experiences of other Eu-ropean countries after facing troubles with the integration and coordination of the various aspects of ERTMS as a system. ÖBB management is convinced that this approach corresponds to the system complexity and contributes to the successful implementation of the ERTMS/ETCS programme until 2015 and above.

The ÖBB’s Infrastructure migration strategy is covering a mix of selected ERTMS/ETCS Level 1 and ERTMS/ETCS Level 2 system implementations over the upcoming years.


31

The existing signalling systems in place in Austria are in particular:

• PZB/INDUSI,

• LZB.

ERTMS/ETCS level 1:

After a first pilot project on the Vienna-Nickelsdorf line (70 km level 1 in commercial operation; a specific case study was carried out on this project in an earlier phase of the UIC ERTMS Bench-mark Study) ÖBB has now plans to implement 5 ERTMS/ETCS Level 1 projects on the Austrianrail network:

• Attnang – Salzburg (75 km level 1 on an existing line) by 2011,

• Wels – Passau (80 km level 1 on an existing line) by 2011,

• Vienna – Hohenau (87 km level 1on an existing line) by 2013,

• Vienna – St. Pölten (55 km level 1 on the existing line) by 2012.

The following graph shows these implementation projects:

Figure 16: ERTMS/ETCS Level 1 implementation projects – phase 1 until 2013

After this first phase until 2013, ÖBB plans to equip 2 further projects with ERTMS/ETCS level 1 until 2021:

• Innsbruck – Lindau (205 km level 1 on an existing line),

• Feldkirch – Buchs (19 km level 1 on an existing line.


ERTMS/ETCS level 2:

The first 2 implementation projects with ERTMS/ETCS Level 2 are:

• Vienna – St. Pölten (60 km level 1 on a new line) by 2012:

Figure 17: ERTMS/ETCS Level 2 project Vienna – St. Pölten

• Brenner axis (108 km level 2 on an existing line and 40 km level 2 on a new line – tunnel):

Figure 18: ERTMS/ETCS Level 2 implementation project Brenner axis


33

After that and by 2021, ÖBB plans to equip another 7 lines or 700 km with ERTMS/ETCS Level 2:

• Vienna – Bruck/Mur (160 km level 2 on an existing line);

• Bruck/Mur – Spielfeld (103 km level 2 on an existing line);

• Klagenfurt – Tarviso (64 km level 2 on an existing line);

• Pottendorfer Line and existing line to Wr. Neustadt (50 km level 2 mix existing and new line);

• Koralm Line (130 km level 2 on a new line);

• Linz – Attnant (56 km level 2 on an existing line).


GeneralinformationabouttheÖBBInfrastructureVienna-St.Pöltencasestudy

The project Vienna – St.Pölten is a 60 km new line construction in order to enhance the capacity on the highly frequented east-west axis between Vienna and the west of Austria, Germany, and Switzerland. Furthermore the line Vienna St. Polten is an important part of the Priority Project 17 which concerns the development of the railway axe Paris-Strasbourg- Stuttgart-Munich-Vienna-Bratislava. This project is one of the Trans European Corridors supported by EU in order to develop the areas of transport in the 25 EU countries to enhance European cohesion and to strengthen the economy.

The new line will assure more quality and capacity in the freight transport and in passenger transport.

In the freight transport the new infrastructure will allow to join the just in time concept deliveries of Austrian national industry. In the passenger transport the new line will increase the suburban services around Vienna and will improve the regional connection of the Tullnerfeld and Northern Lower Austria

TECHNICAL DATA VIENNA ST POLTEN

60 km route length

4 tunnels constructed in mining technique

3 tunnels in open construction

27 bridges for the crossing of water bodies, railways, road and game passages

1 new overtaking and regional railway station in the Tulnerfeld

The decision to extend this line into a four–track operation was taken in 1989 when the govern-ment defined the Salzburg Vienna a high performance route. The Vienna St Polten is one of the Austria’s first projects to be realised according an environmental impact assessment.


The following graph shows a high level description of the line. In green, you see the new line built between Vienna and St. Pölten and in black the existing line between the two cities.

Figure 19: Configuration of ERTMS/ETCS Level 2 Vienna - St. Pölten

This project is a new line and the tender process has been carried out during 2008 and the indus-trial supplier has been appointed in 2009. The line shall be taken into service in December 2012.

The taking into service with ERTMS will be scheduled in 2 phases:

• From 2012 to 2015: with a fallback system of a conventional signalling system (line side signals available for trains that are running on conventional systems) with block distances of 5 000 m;

• From 2015, the conventional signalling will be removed and the blocks will be increased for high performance ERTMS services; block distances will be reduced to some 800 - 1 000 m.

From 2015 on the capacity can be improved by 14 % increasing the number of trains from 264 to 299 per day.

ItisimportanttostressthatsincethiseRTMS/eTCSimplementationprojectwascarriedoutinlinewiththeconstructionofanewline,ÖBBdataofthiscasestudyVienna-St.PölteneRTMS/ETCS level 2 contains only costs that are clearly related to the ERTMS/ETCS equipment compo-nents and that the data set excludes the costs for the new interlockings which are considered necessary independently from ERTMS. ÖBB considers that these costs should not be part of the benchmark exercise since new interlockings are completely separate items.

In general terms it is considered as dangerous to add costs to the benchmark that are not clearly part of the eRTMS/eTCS system (althoughadaptations in the interlockings or the renewal ofinterlockingsmaybenecessarytoruneRTMS)sincethespecificsituationsvarylargelyandthere-fore these costs cannot be compared.


35

2.2.2. The RFI Trackside case: ERTMS/ETCS level 2 MIlAN – BOlOgNA

Figure 20: Milan- Bologna HS line

This chapter presents the trackside subsystem case study carried out between RFI, UIC and PMP with relation to the UIC ERTMS Benchmark Study 2008/2009. It is structured to give present the ERTMS/ETCS trackside equipment project in detail. The RFI profile and his ERTMS strategy are avail-able in the Case Studies version of 2009. We report only a brief description of the line analyzed in the document.

We only want to remind that RFI took the strategic decision to implement ERTMS/ETCS Level 2 without parallel backup system on all new built high speed lines and on the existing high speed line Roma – Firenze. Additionally, ERTMS/ETCS Level 1 with infill function shall be overposed on the existing SCMT signalling system on selected existing conventional lines (mainly on the European ERTMS corridors A, B and D).


2.2.2.1. Network informationRFI manages 24.179 km of rail tracks, 2.270 passenger stations and 1.380 km of tunnels. The com-pany has 32.000 employees managing the circulation of more than 9.000 trains per day.

The following table gives an overview of the infrastructure assets managed by RFI:

RAIlWAy lINES 16.685 km

ClASSIFICATION

Main lines 6.426 km

Secondary lines 9.335 km

Nodes 914 km

NO. OF TRACKS

Double track lines 7.493 km

Single track lines 9.192 km

ElECTRIFICATION

Electrified lines 11.887 km

- double track 7.416 km

- single track 4.470 km

Not electrified lines 4.798 km

oVeRaLLLenGThoFTRaCkS

Conventional network 22.881 km

High Speed lines 7.298 km

RAIlWAy INSTAllATIONS

Stations (including halts) 2.270

Freight facilities (stations and sidings) 240

Ferry ports 6

LIneSeQUIPPedWIThInnoVaTIVeTeChnoLoGIeSFoRTRaFFICConTRoLandTElECOMMUNICATIONS

SCC-AV, SCC e CTC, for remote control of train circulation 11.242 km

SCMT, for train running control 11.442 km

SSC, for support to train driving 4.824 km

ERTMS, for interoperability on the High Speed/High Capacity network 644 km

GSM-R for telecommunications 9.713 km

The project to build a High Speed line from Milano to Bologna was announced in 1988 and in 1991 FS group founded the new subgroup TAV (Treno Alta Velocità) to build and manage the new infra-structure. The final approval for the project was gained in 1998 and on March 2000 TAV signed the contract to construct the line. The works started in 2002 and lasted till 2007. On 1 March 2008 the new record Italian record speed railways of 355 km/h was set by an ETR 500-Y on the new line. The line was officially opened for commercial service on 14 December 2008.


37

HS MIlANO-BOlOgNA lINE

Extension

182 km Total length

•178,5km • no tunnel length

•3,5km • tunnels length

8 interconnections per 28 km

Environment impact

2 Italian regions interested

7 Italian provinces interested

42 Italian towns interested

100 km Noise barriers

90 km New roads network for building sites

750 hectares Environment works

96 Archaeological works

Figure 21: PO river bridge of HS Milan-Bologna

From the junction point of Melegnano to the junction point to of Bivio Castelfranco Est the cate-nary input voltage is 25 KV alternating current, while in the final sections of the line near Milano and Bologna the catenary input voltage is 3kV direct current.

There is only one operation centre in the station of Bologna which manages all the line and also the HS line between Bologna and Firenze.

The line follows the Airway A1 for almost all 182 km of its length. The HS line start after the station of Milano Rogoredo when the new line leave the conven-tional line near S. Donato Milanese. The line presents 8 interconnections with the conventional line for a total length of 28 km. This strategy gives the future oppor-tunity to exploit the line also for regional service and for freight transport.

Especially for the commuter traffic, the interconnections of HS Milano Bologna will allow the possibility to the popula-tions of sub-urban Po-valley area ( cities of Piacenza, Parma Reggio Emilia, Mod-ena) to reach Milano or Bologna in an half an hour with a great change in the normal life of these persons.


Currently when the HS trains from Milan to Rome arrive in the Bologna node, they have to let HS line out and to enter in the conventional line. In the future years, when the Bologna HS station will be completed the HS speed train will have a dedicated station and there will be not anymore inter-ferences between HS traffic and conventional traffic.

Figure 22: Control Command Center in Bologna station and Bologna HS station project

2.2.2.2. Project context analysis

Figure 23: ERTMS Level 2 configuration and GSMR configuration

The context of a train control system is decisive for the cost level. Due to the fact that the context is strongly location-dependent, a decision was made to produce an inventory of the factors and uncertainties that determine costs for train control systems on the basis of a model corridor. As a result, the context for the specific train control system has to be considered.


39

The following graph shows some basic information on the ERTMS/ETCS Level 2 equipment of the Milano-Bologna high speed line in Italy that has been chosen to be integrated in the UIC ERTMS Benchmark Study 2010.

Milano-Bologna High Speed Line

Infrastructure 193 km (*)

- 3,2 km tunnels - 32 km viaducts/bridges

- Minimum curvature radius = 5450 m - Maximum gradient = 18 °/oo - maximum line speed = 300Km/hour

- capacity = 24 trains/hour

- Radio Block Centers ( AV in area 25 kV) = 16

- Interlockings PM = 3

- Interlockings PC = 3 - Interlockings PT = 5

- Interlockings PM/PJ = 1

- Interlockings PJ = 6

- Balise Transmission Systems = 52

- ERTMS track circuits = 526 - - Number of machine switches = 12 tg 0,074 - Number of machine switches = 42 tg 0,022

- Number of balises circa 2200

- Radio Block Centers (AV in area 3 kVcc) = 2 - Interconnections = 9 ( including start & end )

- Interlockings PJ2 = 5 - Interconnection tooling = 28km

Figure 24: Basic project information ERTMS/ETCS Level 2 trackside Milano - Bologna

The technological system configuration of the ERTMS/ETCS Level 2 system implemented on the Milano-Bologna line is presented in the following scheme:

Central Command SCC-AV

NVC Radio Block Centre

RBC

GSM-R Centre

Central Level

Fixed Balises Train

Optical Fibre Net GSM-R Optical Fibre Net

Area Management

BTS

Other Devices Switches cdb

Figure 25: Technological system configuration of ERTMS/ETCS Level 2 implementation in Italy


The following table shows the basic context information regarding the Milano - Bologna project at RFI:

Figure 26: Individual project table ERTMS/ETCS Level 2 implementation RFI: Milano - Bologna

assumptionsusedfortheLCCModel:

• 215 km track includes 6 km of Station entry and exit track (193 km of line being the reference for the per km costs);

• Standard internal labour rate = 478 € per manday including social charges;

• Prime contractor markup on project management costs = 20 %;

• All figures in 2008 € baseline with a 3 % inflation rate per annum;

• 183 available working days in Italy per annum;

• Project contracting structure is the same as the Roma – Napoli line;

• Interconnection signalling equipment costs not included;


41

• All Milano – Bologna R&D costs are internal;

• Building costs are excluded even if used for signalling;

• Engineering for balises is not included;

• GSM-R includes both voice and data to be consistent with the Roma – Napoli line;

• Fibre optic cables are included in caballing costs for track side sub-system equipment;

• Yearly key management costs not included;

• Maintenance costs for the Milano – Bologna line are the same as Roma – Napoli.

2.2.3. The ProRail case: HANZE lINE ERTMS/ETCS level 2 infrastructure subsystemThis chapter presents the second case study of the Hanze Line carried out between ProRail, UIC and PMP with relation to the UIC ERTMS Benchmark Study 2008. It is structured to first give a brief net-work analysis and after present the Hanze Line project in detail Project context analysis. We have not inserted a presentation of ProRail and his ERTMS strategy because it is already available in the Company Profile Edtion of 2009. We only report a brief technical framework of ProRail network’s parameters.

2.2.3.1. Network informationProRail as the Dutch railway network manager is responsible for the following assets.

Main track Km 4.800

Signalled railway network 2.800

Signals 10.000

Interlockings 400

Points 8.700

Railway station 385

Level crossings 3.000



GeneralinformationaboutthehanzeLine

The project to be evaluated according to the defined cost framework is the ERTMS/ETCS Level 2 part of the Hanze Line. The Hanze Line is a line reaching from Lelystad to Zwolle and represents a completely new line. The investment decision was taken based on the need to ease commuter congestion on the roads between Amsterdam and the provinces of Groningen and Friesland. The Hanze Line will provide the currently missing rail link between Flevoland and the north-east of the Netherlands.

The first project of the line was set up in 1997 but in 2000 the previous contract was modified for planning and environmental impact assessment of the rail. The final urban planning was defined in 2002 and works on the line started in January 2007, and is planned for completion by the end of 2012. Two new railway stations are to be built, one in Dronten and one in Kampen South. The Le-lystad–Zwolle journey time will be 30 minutes, reducing the travel time from Amsterdam to Zwolle – and further north – by about 15 minutes. The total length of the new track will be 50 km.

The Hanze Line will be mostly passenger traffic (with some freight traffic to be expected) and it is planned to be operational on 12th December 2012. The project is currently on time. The track is equipped with Dutch ATP and ERTMS L2, working simultaneously, switching automatically between the different systems (the trains will choose automatically the appropriate signaling system based on what kind of system is available in the train).

The Hanze route will start from the existing terminus at Lelystad, which will be equipped with more two tracks and an island platform. In Flevoland province the line will run between Lelystad and Dronten alongside the N23 road. The Lelystad will see around 14,000 passengers for day.

The overall track length is 50 KM with 45 KM of new track with an ERTMS L2 implementation. Some basic facts about the project:

Line or Corridor Name or N° of corridor Part of the line from Shipol passing through Almere to Lelystad, Zwolle, Groningen and Leewwarden

Section name Name section Lelystad - Zwolle

ERTMS LevelERTMS/ETCS L1, L2

or ERTMS/ETCS Regional

ERTMS L2

ERTMS software system version

version n° SRS 2.3.0. d

Length of line (ERTMS/ETCS L2)

km 45 km (new line)

Length of tunnels km 3 kmNumber of tunnels N° 1 tunnel

Length of viaducts/bridges

km to be confirmed

Number of viaducts/bridges N° to be confirmed

Figure 27: Some infrastructure specifications of the Hanze Line


43

The following figure shows the geographical profile of the Hanze Line:

Figure 28: Macro map of the Hanze Line

Infrastructure

As the Hanze line project is still undergoing engineering, it is difficult to give a complete description of the infrastructure; however, some detailed infrastructure specifications for the Hanze Line are available in the diagram below.

Number of trackcircuits N° not yet known (project still under engineering)Number of

markerboardsNumber of additional

ledsignals Number of balises N° 440 BalisesNumber of LEU's N° 32 LEU's

single/double track km single/km double 45 Km of double track lineMax Speed km/h 200 km/h

Axel load (tons) tons mainly passenger line (classic axle loads for some freight traffic)HS line/conventional

line HS/Conventional High Speed Line

Infrastructure specifications

markerboards will be combined with the signals (ledsignals), the exact number is not yet known (project still under engineering)N°

Figure 29: Infrastructure specifications of the Hanze Line

Figure 30: The Hanze line under construction and the railway bridge

across the IJssel River is part of the Hanze line


operations

As the line will not be operational until 12th December 2012, information will be confirmed with Prorail at a later date.

Dutch Railways (NS) will be (for passenger trains) the only train operating company (at least until 2016 and the complete market liberalization). The rolling stock specifications will have to be con-firmed with NS at a later date.

However, NS is planning to accommodate as many as 30 daily freight trains in each direction. It is also considering running two intercity and two stopping trains in each direction per hour on the Hanze Line for passenger transport. 32 000 passengers per day are expected to be carried on the Hanze Line from 2013 on.

Rolling stock

As the line will not be operational until 12th December 2012, information will be confirmed with NS at a later date.

The maximum speed on most of the line will be 200 km/h, though there is no domestic rolling stock in the Netherlands capable of speeds faster than 160 km/h at the moment. To solve this, Nether-lands Railways (NS) is purchasing 50 more class Verlengd InterRegio Materiaal (VIRM) double-deck electric multiple units from Canadian rail transportation company Bombardier.

Signalling/Communications

The Hanze Line is dual equipped with ERTMS Level 2 and the Dutch ATP which allows automatic switching for 45km of track. The remaining 5km of track is only equipped with the Dutch ATP signal-ling system.

Alstom will install both the national ATP system and ERTMS/ETCS L2 on this line.

The system also contains the GSM-R technology, the digital radio-transmission standard for rail-ways, ensuring safe operation of the trains.

Maintenance

ProRail has signed a 15-year maintenance contract for the complete signalling system with Alstom as the industrial supplier.


45

3. Special case study report: ERTMS Regional

In 2010, UIC and Trafikverket carried out the first economic evaluation of an ERTMS Regional ap-plication. Therefore, this chapter presents a dedicated analysis of this project, namely the Västerdal Regional Line.

It is structured to first present the Swedish Transport Administration TRAFIKVERKET, give a brief overview of the ERTMS migration strategy of TRAFIKVERKET and present the Västerdal Regional Line project in detail.

3.1. The Swedish Transportadministration TRAFIKVERKET

TRAFIKVERKET, the Swedish Transport Administration, began operations on 1 April 2010. Formally known as Banverket, it is a public authority that takes on responsibility for long-term planning of the transport system for road, rail, maritime and air traffic.

The authority is also responsible for the construction, operation and maintenance of public roads and railways. The Swedish Transport Administration includes activities and operations that before 1 April 2010 were undertaken by the Swedish Rail Administration and the Swedish Road Administra-tion, as well as certain activities that were undertaken by the Swedish Maritime Administration and the Swedish Institute for Transport and Communications Analysis.

The Swedish Transport Administration employs around 6,500 people. The headquarters are located in Borlänge, and there are regional offices in Eskilstuna, Gävle, Gothenburg, Kristianstad, Luleå and Stockholm. The Swedish Transport Administration also has local offices at several locations across the country.

When the Swedish Transport Administration was formed on 1 April 2010, the Swedish Rail Adminis-tration, the Swedish Road Administration and the Swedish Institute for Transport and Communica-tions Analysis were phased out.

The new authorities cooperate with LFV (the LFV Group - Swedish Airports and Air Navigation Ser-vices), the Swedish Maritime Administration and the Swedish Transport Agency in order to simplify everyday travel by sea, road, air or rail.

• The Swedish Transport Agency stipulates rules and monitors how they are followed, grants per-mission (driver’s licenses and certificates) registers change of ownership and manages conges-tion and vehicle taxation.

• The Swedish Transport Administration is responsible for long-term planning of the transport system for road, rail, maritime and air traffic, as well as for building, operating and maintaining public roads and railways.

• Transport Analysis reviews bases for decisions, assesses measures and is responsible for statistics.

• LFV is responsible for air traffic control.

• The Swedish Maritime Administration is responsible for safety and navigability.


The Swedish ERTMS Programme is responsible for the introduction of the new ERTMS traffic man-agement system in Sweden. In accordance with EU Directive 2001/14/EG on the allocation of in-frastructure capacity, the levying of fees and charges for use of the infrastructure and the issue of safety certificates, as well as the Railway Act (2004/519), Trafikverket hereby publishes a descrip-tion of the railway network, or Network Statement, which is administered by Trafikverket.

The purpose of the Network Statement is to provide all stakeholders intending to apply for infra-structure capacity or operate rail services on the Swedish railway network with basic information on the prerequisites for this, with an emphasis on that part of the railway network which is admin-istered by Trafikverket. The Network Statement therefore contains information on:

• Requirements to be met by applicants and principles governing the right to operate traffic, li-cences, safety certificates, operation agreements, etc.

• Infrastructure, i.e. stations, halts, track gauges, loading profiles, axeload, gradients, electrifica-tion, speed, communication systems, etc.

• Regulations governing applications for infrastructure capacity, as well as principles and criteria for capacity allocation.

• Fee system including fees and charges for certain individually specified services.

ERTMS is a traffic management system that is common to Europe, and is aimed at creating cross-border rail traffic. A system with fewer components and keener competition is expected to lead to reduced costs of both installation and maintenance. ERTMS also enables speeds higher than of 200 km/h.

3.2. Network context analysis – TRAFIKVERKET ERTMS migration strategy

The main strategy for ERTMS in Sweden is level 2

Level 2 offers a larger number of functions and is a more flexible system than Level 1. Among other things, scope is available for reducing the distance between signal points, which results in increased capacity. Moreover, Level 2 is more effective in disturbed situations, such as track circuit faults.

The fact that Sweden is introducing Level 1 at a number of places is mainly because today’s GSM-R cannot manage to handle all of the information needed at stations in which we have very many vehicles at the same time, such as Stockholm C, Malmö C and Hallsberg.

ERTMS Regional, a Level 3 application, is a cost-effective system for lines with low traffic intensity. It is introduced on the present sections of track without line blocking.

3.2.1. VehiclestrategyThe vehicle strategy forms the basis of the implementation of ERTMS in Sweden and implies that all vehicles using the sections that will be equipped with ERTMS need to be equipped with a special on board equipment. This equipment, consisting of ETCS (European Train Control System), GSM-R and STM (Specific Transmission Module), allows use of lines with the existing ATP system as well as new ERTMS lines.

When ERTMS is implemented on junctions with interregional traffic, almost all vehicles intended for interregional freight and passenger traffic will have to be equipped with ERTMS equipment. Not until then, the upgrading of the infrastructure will commence.


47

The vehicle strategy has the advantage that when the vehicles concerned have been upgraded, also the infrastructure can be upgraded from a traffic optimization point of view and other criteria implying that the implementation is carried out where the greatest possible benefit can be utilized. With this strategy, new lines do not have to be dual equipped.

The disadvantage with the strategy is that there will be a gap in time between the time when the railway companies have to invest in new vehicle equipment and the time when the companies can benefit from the ERTMS implementation in the infrastructure. On account of this gap in time be-tween costs and benefits, financial support from the European Union is expected.

3.2.2. Infrastructure strategyThe strategy for implementation of ERTMS in the infrastructure can be summed up as follows and in the following order of priority:

1.newand/oressentialrouteorlineupgrades

ERTMS will be implemented according to valid requirements when a new railway is built or when existing railways are upgraded to a considerable extent. On special occasions, there may however be relevant to apply for exception to these requirements. In those cases, preliminary work, e.g. im-plementation of widely spread interlocking system technology, shall obviously be carried out even though ERTMS is not installed. A reason for applying for exception may be in short line sections, which if equipped with ERTMS, cause that a considerable number of vehicles need be equipped with ERTMS at an earlier stage than economically justified.

2.Routesorlineswithoutsignalplants,centralizedtrafficcontrolandaTPsystems

When a line without a technical safety system shall be equipped with such a system, ERTMS becomes cheaper than the conventional ATP system. Examples of such lines are Ådalsbanan, Haparandaba-nan’s new and upgraded parts and Västerdalsbanan. For lines with passenger traffic supervised by way of manual train announcement, there are also requirements for increased traffic safety from Järnvägsstyrelsen (the Swedish Rail Agency). ERTMS is Trafikverket’s solution to meet these requirements.

3.Routesorlineswithmajorreinvestmentneedsforexistingsignalplants

In spite of the fact that a signal plant has a very long life cycle, provided that sufficient resources for operation are planned, the plants have to be replaced when maintenance no longer is adapted to its purpose, e.g. on account of high maintenance costs, insufficient system reliability or uncertain spare parts supply.

4.RoutesorlinesincludedintheeUeRTMScorridors(particularlyusedbyfreighttrainscrossingborders)

ERTMS will be implemented on the Swedish part of corridor B, i.e. the section Öresundsbron – Hallsberg/Stockholm.

5.TheremainingpartsoftheroutesintheTennetworkandaftertheotherpartsoftherailwaynetwork have been equipped (points 1-4)


3.2.3. SwedisheRTMSimplementationplanTrafikverket has presented to the Government a proposal for a revised investment plan up to 2015 including documentation for further discussion and decision. The revised investment plan includes a proposal for ERTMS migration strategy for Sweden.

Sweden participates in the planning of the implementation of ERTMS on the freight corridor B (Stockholm – Naples) pointed out by the European Union. The implementation plan for ERTMS on the Swedish part of corridor B is based on discussions within the scope of the corridor B work, where other parts of the corridor will be equipped with ERTMS prior to the year 2020.

2008 - 2015

During the period 2008 - 2015, the work on the projects included in Trafikverket’s proposal for re-vised investment plan for the railway is planned to proceed. The projects in question are Citytunneln in Malmö, including Malmö passenger railway yard, Öresundsförbindelsen, Botniabanan, Ådalsba-nan, Haparandabanan and Västerdalsbanan, which constitutes the pilot line for ERTMS-Regional.

Another five or six low traffic lines are planned to be equipped with ERTMS-R. Those lines will be specified in a decision later on. In connection with the start of the implementation of ERTMS on the section Malmö – Hässleholm along Södra stambanan, the implementation of ERTMS on Kontinen-talbanan and Malmö freight railway yard is initiated.

Malmö is an important junction for freight and passenger traffic and the installation of ERTMS in the Malmö region is therefore governing for a very large part of the vehicle upgrading. The vehicles which have Malmö as destination have to be equipped with on board equipment able to manage both ERTMS and the existing ATP system. This is valid even though the main part of the services is performed on sections not yet equipped with ERTMS.

2016 - 2019

ERTMS will be implemented on sections where comprehensive upgrading projects or reinvestment needs in the signal plant justify an early implementation (e.g. Malmbanan).

In connection with Citybanan being built, adjacent parts of the railway transport system in Stock-holm are proposed to be upgraded to ERTMS as well.

The implementation of ERTMS is proposed to proceed during this period on the remaining part of Södra stambanan (Hässleholm – Hallsberg) and on Västra stambanan (Hallsberg – Järna – [Stockholm]).

The proposal implies that the Swedish part of corridor B will be equipped with ERTMS in 2020.

2020 - 2025

ERTMS will be implemented on the parts of the railway network where the system entails a capac-ity improvement, on the parts of the network where entirely new railways are built and where implementation is justified by operational reasons. The lines and routes coming into question dur-ing this period are principally Västkustbanan, Norge/Vänernbanan (Göteborg – Kornsjö), Västra stambanan (Hallsberg – Göteborg), Södra stambanan (Mjölby – Katrineholm), Ostkustbanan and Arlandabanan.


49

2026 - 2030

ERTMS implementation is expected to proceed on the remaining lines in of the TEN network. Fi-nally, other lines in the railway network will be equipped.

The proposed ERTMS implementation plan implies that the major part of the Swedish railway net-work will be equipped with ERTMS around 2030. GSM-R has already been implemented on the entire TEN network. On the low traffic lines where ERTMS Regional is implemented, GSM-R will be installed as well.

3.3. Project context of the ERTMS Regional Project Västerdal Regional Line

The Västerdal ERTMS Regional (Level 3 application) line was chosen as a case study because it is the most advanced ERTMS project for Trafikverket.

3.3.1. GeneralinformationabouttheVästerdalRegionalLineThe Västerdal Line extends from Repbäcken to Malung via Vansbro. This section is a pilot line for ERTMS Regional.

The system simplifies cross-border train traffic and improves competitiveness of the railway. Des-ignating the Västerdal Line as a pilot project means that the whole section will be equipped with ERTMS Regional, a Level 3 system which is being introduced on low-density lines where traffic control is currently done manually using telephone contact between the local traffic controllers. No optical signals are required as the driver receives all essential information via GSM-R radio, the railways’ own wireless communication system. Balises (transponders) located on the ground along the tracks constantly update the train’s kilometre counter. A device onboard the train checks that all carriages are attached.

In May 2007 Trafikverket started preparatory works along the Västerdal Line to facilitate introduc-tion of the new traffic control system. The Västerdal Line is especially suited for this system, among other things because it is lightly trafficked and has no through-traffic. Furthermore, a number of interlocking systems along the line need replacing. The connecting point at Repbäckenis uncompli-cated traffic-wise and the system can be accommodated by the traffic control centre in Gävle.

Work will be carried out along the whole line of approx. 130 km, from Repbäcken to Malung. The Västerdal Line’s existing signalling equipment is both costly and difficult to maintain. A benefit of the new signalling system is that capacity and accessibility will increase. The maximum speed for this line is 100 km/h. The line is expected to be operational with the ERTMS system during autumn 2011.

eRTMSontheVästerdalLine

• 6 control kiosks

• 3 passing stations

• 3 single-track stations

• 11 GSM-R towers


FactsabouttheVästerdalLine

• 6 stations

• 33 level crossings

• 16 trains per day

Figure 31: Some infrastructure specifications of the Västerdal Regional Line


51

The following figure shows the geographical profile of the Västerdal Regional Line:

Figure 32: Macro map of the Västerdal Regional Line


3.3.2. InfrastructureAs the Västerdal Regional Line project is still undergoing engineering, it is difficult to give a com-plete description of the infrastructure; however, some detailed infrastructure specifications for the Västerdal Regional Line are available in the diagram below.

Figure 33: Infrastructure specifications of the Västerdal Regional Line

3.3.3. operationsAs the line will not be operational until the end of 2011, information will be confirmed with TRAFIKVERKET at a later date.

The maximum speed on most of the line will be 90 km/h, with at least 16 trains per day.


53

3.3.4. Rolling stockThe following table specifies the Rolling stock data for the Västerdal Regional Line:

Figure 34: Rolling stock specifications of the Västerdal Regional Line

3.3.5. Signalling/CommunicationsBombardier is the supplier for ERTMS Level 3 regional equipment on this line.

The system also contains the GSM-R technology (Delivered by Nokia-Siemens and already installed on the line and not included in the scope of work), the digital radio-transmission standard for rail-ways, ensuring safe operation of the trains.

3.3.6. MaintenanceTRAFIKVERKET is currently renegotiating a maintenance contract for the complete signalling sys-tem at Västerdal Regional line.

The cost data provided in the LCC model is based on the existing Västerdal Regional line mainte-nance contract for inspection, hardware elements, spare parts and help desk. The cost data for the future contract is not expected to vary significantly from the existing baseline.

It should be noted that hardware and software modification costs are known but not budgeted.

3.4. ERTMS/ETCS Regional Infrastructure cost analysis

As it has been decided by the UIC ERTMS Benchmark Study Working Group in May 2008, the life cycle cost approach has been adapted to this study and it has been decided to follow the life cycle cost approach and to identify the cost elements also for the later stages. The common direction was to get the approach started and to evaluate during the case studies the quality and the feasibil-ity of the approach.

The cost estimates presented in this report are based, as far as possible, upon the most recent in-sights. Naturally, some inaccuracy is associated with estimates, thus where absolute figures must be given some margin must be taken into account.

Hereafter, all costs are expressed in 2008 Euros at the currency conversion rate of 9.6 SEK/EUR


3.4.1. global cost overviewThe following table shows the global cost overview of the Västerdal Regional Line ERTMS/ETCS Regional implementation project. These costs will be specified in detail in the following chapters. The total costs of implementation of the Västerdal Regional Line add up to 12.3 M€, which is about 92 K€ per km of (single track) line for the new European signalling system over the entire system lifecycle of 20 years.

This value comes close to the benchmark pool of ERTMS/ETCS l1 projects presented in chapter 4.1.

Figure 35: Global cost overview per LCC phase – Västerdal Regional Line

ComparedtoothereRTMSimplementations,thisvalueseemstobeverycompetitiveandUICisthereforeverygratefultoTrafikverkettosharethisspecificeRTMSRegionalcasestudyinthisreport.

Project Organisation, Timing & Resources

The Project was organized according to Trafikverket’s standard project phasing plan, using a mix of internal and external resources over 115 months (note: System Development and Installation run concurrently).

• Phase 0: Concept to System Definition 2003-2005 16 months 8 M SEK/833 K EUR (100 % inter-nal): 2 FTE

• Phase 1: Risk Analysis to System Requirements 2005-2008 45 months 22M SEK/2.3 M EUR (10 M SEK/1.1 M EUR internal): 4 FTE

• Phase 2: System Development 2007-2011 54 months 170 M SEK/17.7 M EUR (130 M SEK/13.5 M EUR external): 6 FTE

• Phase 3 Installation 2007-2011 86 M SEK/8.95 M EUR (external 40 M SEK/4.2 M EUR)

• Phase 4 Operation & Maintenance TBD

• Phase 5 Disposal TBD

Somespecificationsonlabourcosts:

• Standard Labour rate = 450 SEK/46.9 EUR per hour including 1.45 social costs multiple (salary only), assuming 8 hour days/ 40 hour workweek, excluding all overheads & business equipment (excluding VAT 25 %) --> 3 600 SEK/375 EUR per man day, 18 000 SEK/1 875 EUR per man week, 72 000 SEK/7 500 EUR per man month, 864 000 SEK/90 000 EUR par man year.

• External consultant rate 900 SEK/94 EUR per man hour or 7 200 SKE/750 EUR per man day.


55

3.4.2. Research and Development costsThe development costs of the Regional were the following:

• 68 K€ for programme management costs (mix of internal/external resources)

• Development, test, engineering costs of 2 M€

Figure 36: R+D costs Västerdal Regional Line

R&D Costs for the Västerdal Regional Line are apportioned on a per line basis. There are currently 10 ERTMS Regional Line projects, so the Västerdal R&D costs represent 10 % of the total R&D costs. For the 130 km Västerdal Regional single track line the R&D costs are about 16 K€ per km of line and track, or 17 % of the total LCC costs.

3.4.3. Investment costsThe investment costs of some 8.3 M€ (64 K€ per km of line) represent about 67 % of the total LCC of the ERTMS/ETCS Regional system of the Västerdal Line. The following table shows the distribution of investment costs according to the predefined cost structures defined by the UIC ERTMS Bench-mark Study 2008 Working Group.


Figure 37: Investment costs of ERTMS/ETCS Regional system Västerdal Regional Line (L3 application)


57

general costs and engineering

With 19 % of the total investment costs the general costs and engineering costs sum up to some 1.6 M€ (12 K€ per km).

The engineering costs were split up to the following elements:

• General engineering and system design costs of the supplier (centralised and decentralised field elements);

• Engineering costs and data preparation for interlockings;

• Engineering and software design for RBC’s;

• Engineering costs for Balises and other field elements;

• Engineering for cabling;

• Engineering for power supply;

• Certification and Quality Assurance.

Figure 38: General investment costs of the ERTMS/ETCS Regional system Västerdal Regional Line

Project management costs were split into external project management costs and TRAFIKVERKET internal project management costs. The mentioned certification costs do not include GSM-R re-lated certification costs.


3.4.3.1. ETCS equipmentThe hardware costs for the signalling elements of the trackside subsystem of the ERTMS/ETCS Re-gional implementation on the Västerdal Regional Line add up to some 5.6 M€ (68 % of total LCC costs and 43 K€ per km). The main part of these costs is related to construction of the environment around the ERTMS system of about 3.9 M€ (30 K€ per km).

Figure 39: ETCS equipment costs of the ERTMS/ETCS Regional system Västerdal Regional Line

3.4.3.2. GSM-R costsThe GSM-R costs for the Västerdal Regional Line are minimal (3 755 €) and only related to the ad-ditional RBC cards for data transmission.

3.4.3.3. Taking into serviceThis phase represents the last phase of the investment phase. Activities like testing, training of per-sonnel, documentation and other transitional costs are presented in this chapter.

Figure 40: Taking into service costs of the ERTMS/ETCS Regional system Västerdal Regional Line


59

Some 482 K€ were spent on functional tests being the most important cost element of this phase followed by some 268 K€ for education and training. Taking into service represents 13 % of the total investment costs of the system.

3.4.4. operationandMaintenancecostsIn order to calculate the net present value of the future operation and maintenance payments we have taken the following economic boundary conditions into consideration:

• Yearly increase of future payments by 3 % (being 2008 the basis year T0);

• 20 future payments (20 years lifetime of the system);

• 6 % discount rate that represents the time value of money: it reflects the opportunity cost of capital or what it can be expected to earn if the capital is placed on other investments of equiva-lent risk.

All contractual costs arose in 2005 and were calculated to a 2008 value in order to make cost com-parisons between different case studies possible.

Figure 41: O&M costs of ERTMS/ETCS Regional system Västerdal Regional Line

As we can see from the table above, the total LCC (net present value 2008) of the operation and maintenance phase adds up to some 1.9 M€ (more than 1.8 M€ of which are maintenance costs) representing 16 % of the total LCC.

3.4.5. Phase outNo costs could be identified for this late phase of the life cycle.


4. Outlook for the Benchmark study 2011

By the end of 2010, UIC came up with a concrete proposition of activities of the UIC ERTMS Bench-mark Working Group throughout 2011 and beyond. The following table presents the Work Streams that have been identified by the UIC ERTMS Working Group and gives an outlook on:

• the main activities to be carried out in each Work Stream,

• the potential timing of realization of each Work Stream,

• the possible dates for the ERTMS work group meetings in 2011.

N° Work Stream Mainactivities Timing

1 On-going project management, co-ordination and communication

- Project follow ups, Meeting minutes, Press releases, Project presentations

01-12/2011

2 Continuationofthedatacollectionwithnew implementers within and outside of Europe to enhance the number of datas-ets (minimum 6 case studies planned)

- LaunchofacallforinterestinparticipatinginnewcasestudiesuponexistingWGmembers,UICmembersthatare not yet members of the Benchmark Project, non-European ERTMS implementers and evt. non-UIC mem-bers having implemented ERTMS (ex. Railway Rolling Stock leasing companies for on-board equipments):

- Preparation and coordination of the new case study data collections

- Participation and facilitating of the data collection meet-ings and documentation of the results

- elaborationofthecasestudyreportsandintegrationofthe results to the database

- Hypothesis of new 6 case studies

01-06/2011

3 In-depth data analy-sisofallexistingandnew case studies: “lessons learned” meetingsanddeep-ening of the under-standing of costs of all phases of the system life cycle (in-cluding explanation of cost differences)

Organize specific meetings for ERTMS/ETCS L1, L2 and on-board equipment with the case study developers in order to discuss the obtained results in a confidential setting and develop strategies in order to lower the total system costs forfutureimplementations:

- Preparation of dedicated meetings for the 3 benchmark pools (3dedicatedmeetingsforeRTMSL1andL2,2dedicatedmeetingsforonBoard),

- Participation and facilitating of the 3 dedicated meetings in order to: ◦ Present the obtained case study results among the peers,

◦ Betterunderstandcostdifferencesandperformances, ◦ exchangeinaconfidentialsettingonstrategiesto adopt in order to improve cost/performance situations,

◦ Adjust the case study data sets according to necessary harmonization (to make them even more comparable).

04-12/2011


61

N° Work Stream Mainactivities Timing

- Adjustment of the data sets and update of the database

- Comparativereportwithexplanationofcostdriversandreasonsforcostdifferencesperbenchmarkpool (explain the cost spread with tangible arguments), Meet-ing minutes

4 UIC ERTMS Bench-mark Workshop 2011 in order to give an update on the results and exchange on the latest developments within the railway sector (October 2011)

- Workshop agenda and invitation, Presentation slides for the workshop

- Workshop minutes and press release

10/2011

5 Analysis of best ERTMS implementa-tionpractices with a focus on project organization, procure-ment practices, main-tenance organization, contracting, organiza-tion of knowledge transfer, …

documentationoftheexperiencesmadebythedifferentrailwaysintermsofeRTMSviatheelaborationofabestpracticereportoneRTMSimplementation:

- Analysis of ERTMS procurement strategies and practices via ◦ the elaboration of a detailed online survey ◦ focused interviews with ERTMS implementers

- Documentation of the obtained results and elaboration of a comprehensive report on best practices of ERTMS projects

07-12/2011

6 FinalizationoftheERTMS Signalling Equivalent Unit Concept for the UIC ERTMS Benchmark Project

The objective of this concept is to shift from cost ratios ex-pressed in €/km to a more accurate €/SEU comparisons

This concept is very important to give the added value to our analysis. Nevertheless UIC Rail system department thinks that, concerning the ERTMS Benchmark working group, it is bettertoleavethedevelopmentofthistopictothesignal-ling experts work groups, and to take into account this con-ceptwhenitwillbedefinedandrecognizedbyallrailwaysignallingexperts’community

07-12/2011


WS 1: Ongoing project management, coordination and communication

12/2010

Kick-off

01/2011 02/2011 03/2011 04/2011 05/2011 06/2011 07/2011 08/2011 09/2011 10/2011 11/2011

PM meeting PM meeting PM meeting PM meeting PM meeting PM meeting PM meetingRoadmap2012WS 2: Continuation of data collection with new implementers

Call for participation Realization of new case studies (min. 6 new case studies)

WS 3: In-depth data analysis of all existing and new case studies:

Preparation of data analysisand meetings

Lessons learned meetings, Data analysis

Lessonslearnedmeetings: L1, L2, On- Board

Lessonslearnedmeetings: L1, On-Board

Data interpretationand conclusions

Case studymeeting

Case studymeeting

Case studymeeting

Case studymeeting

Case studymeeting

Case studymeeting

WS 4: Annual UIC ERTMS Benchmark Project Workshop

Preparation of the WS: definition of presentations and support materials, invitations, agenda, etc.

UIC ERTMS Benchmark Workshop 2011

6 case studyreports

Comparative report of costanalysisper benchmark pool

Workshop documentation

Documentation, Press release, etc.

WS 5: Annual UIC ERTMS Benchmark Project Workshop

Analysis of procurement strategies: online surveyand focusedinterviews

Report on best procurementpractices

Elaboration of a report on best procuremntpractices

12/2011

Figure 42: UIC ERTMS Benchmark Project activities 2011

datesforthedataanalysismeetingsperBenchmarkPool

- ERTMS On Board Wednesday 10 May 2011

- ERTMS L2 Wednesday 11 May 2011

- ERTMS L1 Tuesday 7 June 2011

PossibledatesforfurthermeetingsoftheUICeRTMSBenchmarkProject

- Tuesday 13 September 2011

- Tuesday 8 November 2011

Annual Workshop :

- Spring 2012


63

APPENDIX 1 – Cost structures used to collect data

Agreed cost structures, in the three different pools, which have been used for all case studies developed.

Figure 43: ERTMS/ETCS L1 - Trackside subsystem cost table


Figure 44: ERTMS/ETCS L2 - Trackside subsystem cost table


65

Figure 45: ERTMS on-board - Rolling stock cost table

Printed by

International Union of Railways

16, rue Jean Rey 75015 Paris - France

Layout and cover: Coralie Filippini / © UIC ETF Publication

May 2011

Dépôt légal May 2011

ISBN 978-2-7461-1974-1

uic ertms benchmark project case studies: update … · uic ertms benchmark project case studies:...

Documents