Introduction to the Future Railway Enabling Innovation Team

1. Introduction to the Future Railway Enabling Innovation Team Marcus Mayers December 2013 Rail Alliance Rail Industry Networking www.futurerailway.org

2. Outline • Future Railway, RTS, TSLG and EIT • Current activities • Supply Chain Development www.futurerailway.org

3. The Rail Technical Strategy 2012 Cost Carbon Capacity Customer 3 www.futurerailway.org

4. Why should rail innovate? UK Rail Industry UK Rail Supply Chain Increasing Opportunities Network Rail, Crossrail, HS2, Light Rail UK supply chain £7bn pa, 80,000 employees €100 bn global rail market in 2010 growing 2.7% p.a. in the next 5 years Mainline rail is the largest segment but Light Rail, Tram and Metro (LRTM) will grow fastest • A success story with increasing expectations • Demand • Performance • Cost • Sustainability • New opportunities • Economic catalyst • Demographics • Modal competition • Rail Technical Strategy Innovation is key to addressing these opportunities and supporting UK economic growth Introduction to EIT

5. Outline • Future Railway, RTS, TSLG and EIT • Current activities • Supply Chain Development www.futurerailway.org

6. Planned EIT activity Industry Vision – Rail Technical Strategy EIT Investment Portfolio Demonstrator projects to de-risk defined industry challenges Enabling innovation programme Growing innovation and entrepreneurial capability Introduction to EIT

7. EIT investment portfolio EIT Investment Portfolio Demonstrator projects to de-risk defined industry challenges Coming soon Electrification Sustainable Rail Vehicle? Franchising competition? Gateless Gatelines? RISE (Always Open) scheme www.futurerailway.org

8. Outline • Future Railway, RTS, TSLG and EIT • Current activities • Supply Chain Development www.futurerailway.org

9. EIT, TSB and RIA commissioned a UK supply chain capability route mapping study to help address a number of key issues The concept is based on very successful approaches already used for Automotive and Aerospace industries Introduction What we wanted to identify • What capabilities should we develop to meet our ambitions for UK’s future railway? • Which are the capabilities/technologies in which we are, or can become, world class over a long period? • How can we increase international uptake of UK rail products and services in these key capability areas? • What are the priorities for investment? Scope includes: • Capabilities in business, process or operations as well as technology and supporting science • Both domestic and international market opportunities • Sectors beyond rail which could have relevant capabilities • Light rail, tram and metro (LRTM) as well as Rail

10. Rationale There is a strong rationale for investment in developing UK rail supply capabilities, in terms of demand, skills challenges, economic impact, and industry strategy and vision The case for developing rail capabilities Demand Skills Supply • Demography • Skills Gap • 1.5 billion passenger journeys, up 50% in ten years • Passengers& freight demand forecast to double in 30 years • Critical need for capacity • Major new investments • Increasing performance expectations • 200,000 jobs (80,000 in supply chain) - significant economic impact for UK plc • Poor growth history, good potential to improve competitiveness • Already strengthening supply chain with many areas of excellence on which to build Strong rationale for investment Innovation (product, process, service) • New Rail Technical Strategy provides a consolidated industry view of required innovation • Network Rail Technical Strategy provides an aligned infrastructure perspective • Many other aligned initiatives which could be leveraged, eg Transport Catapult, TSB, KTNs, TSLG, RRUKA, NSARE, EIT, UK Tram, etc Strategy and Vision

11. 0 Executive summary – Capability development Five Focus Areas have been identified to capture the different development opportunities for the UK rail supply chain Focus Areas 1 Integrated Customer Solutions 2 Low Energy railway 3 Rolling stock development Capabilities • Customer experience • Big data, analytics and modelling • Transaction management • Cyber security Capabilities • Vehicle - Chassis • Vehicle - Interior • Propulsion systems • Vehicle integration • Smart materials & Light weighting • Retrofit in operating environments Capabilities • Energy management • Simulation & synthetic environments • Control systems • Smart materials & Light weighting • Positioning 4 Whole life system optimisation 5 Light Rail Excellence Capabilities • Whole life system management • Control Systems • Simulation & synthetic environments • Retrofit in operating environments • Structural, P-way & civil engineering Capabilities • Customer experience • Big data, analytics and modelling • Transaction management • Energy management • Whole life systems management Note: Independent Advisory services is a cross-cutting capability relevant in all Focus Areas Source: Arthur D. Little / Atkins analysis

12. Capability ambition level: Limited Moderate Strong 4 Whole life system optimisation Whole-life system optimisation is viewed by UK policy and decision-makers in the context of society’s needs, future cities and transport as a core utility UK builds recognised lead in aged / legacy system optimisation advisory services UK builds modelling, design and supply chain in key areas to support WLSO Vision Financial special purpose vehicles provide frameworks to fund complete asset lifecycle Established alliances (cross sectoral) from landmark projects deliver solutions globally The UK is globally recognized “go-to” leader in key areas of WLSO Capabilities and skills imported from Oil & Gas, Defence and Aerospace Established integrated rail system model, tools, data sets and data management Capabilities Focus areas / Development priorities Business model dev’t • Whole life cycle mgt Asset monitoring and info capture Intelligent asset management Design for sub-system obsolescence (minimise cost of change / upgrade) System architectures and interface m’g’t System trade-off models • Control systems Control to optimise capacity (trade-offs visible) Integrated data models (for planning, control, optimisation) Intelligent traffic management for rail system optimization Intelligent traffic management for transport system optimization Connected DAS • Simulation& synthetic env’t System life cycle and maintenance forecasting modelling Real-time decision support/optimization System of system simulation and optimization Planning decision support/optimization Design / instrument for whole life cycle Smart materials / components Design tools for optimisation of local build • Structures, P-way and civil works Low impact / Low cost-of-change solutions BIM tools and applications Modular/pre-fab build Life extension technologies Design (and economic modelling) for obsolescence /renewal • Retrofit in operating env’t Age / damage effectprediction Modal integration as system retrofit approach Techniques to minimise operationalinterruptions Cost models in society/transport/cities context and passive provision Understand optimum target life/generations Demo procurement run for whole life / whole system optimisation Lead rail system demonstrators/franchises Data models / systems for cross fertilisation Asset management best practices/standards Whole life advisory /products cluster building Work with Catapults to bring in technology (eg Space observation) Open architectures and agreed interfaces for modular upgrades Cross-link insights from “Integrated Customer Solutions” Enablers

13. Precedents? 2009 Our approach is similar to that adopted by the Automotive Council and the Aerospace Sector

14. Thank you Marcus Mayers Enquiries to:marcus.mayers@futurerailway.org Introduction to EIT