1. Rail Technical Strategy Capability Delivery Plan - UPDATE
Presented by Trevor Bradbury
4 December 2017

2. Why do we need a Rail Technical Strategy?
Threats and Opportunities
Mobility as a Service
Autonomous vehicles
Phasing out of diesel in automotive and introduction of electric drivetrains
The railway is part of an overall transport system
The RTS gives us control of our own destiny, keeping us in step with developments in other modes
It’s about ensuring the sustainability of the industry in a changing transport market
It’s about growth – more capacity, more connections, more routes.

3. Increasing Industry Maturity
present
Single industry fund for technology development included in IIA
Supports DfT strategic vision for rail - Nov 2017
2015 – 2016
Prioritisation
Whole system approach
RTS Capability Delivery Plan
Industry capability mapping
Portfolio maps
Benefit maps
2012
Industry (TSLG) publishes the Second Rail Technical Strategy
2007
DfT publishes the first Rail Technical Strategy
Supports the DfT strategic vision for rail
Increasing Industry Maturity
Rail Technical Strategy to Capability Delivery Plan

4. Achievements in CP5 Created a shared agenda across Europe
Centre of excellence model established
Challenges published
Successes so far….
InnovateUk are working closely with the RTS team to develop the scope of there competitions, the recent AIR 4 and AIR 5 scope was directly taken from the RTS Key Capabilities and included reference to NR Challenge statements
UKRRIN has been set up, successful HeFcE Bid
Industry has agreed a set of readiness levels to asses the stage of development a product or system is at, this creates a clear common language
Shift 2 Rail NR £XX
Network Rail are now a Manufacturing Technology Centre member and can leverage technology from other
Setting the UK agenda
Delivered a solutions catalogue
Agreed a set of Industry Readiness Levels
A new focus on Rail
CP5 Industry achievements

5. The UK Rail Research and Innovation Network (UKRRIN)
Network of existing centres
Digital Systems Innovation Centre led by the University of Birmingham Rolling Stock Innovation Centre led by the University of Huddersfield, in collaboration with Newcastle University and Loughborough University The Infrastructure Innovation Centre led by the University of Southampton, in collaboration with the University of Nottingham, the University of Sheffield, Loughborough University and Heriot Watt University Existing testing and trialling facilities
Infrastructure
centre
Coordinating hub
Digital Rail Systems centre
Rolling Stock centre
Test facilities
Network of existing centres

6. 1-----------------------------------------9
Rail Industry Readiness Levels
Rail Industry Readiness
Technology Readiness
Manufacturing Readiness
Integration Readiness
System Readiness
Software Readiness
Reliability Readiness
Improve
Improve
Improve
Improve
Improve

7. Technical Leadership Group
UK Gov
Rail Delivery Group
Rail Supply Group
Technical Leadership Group
‘RTS Engine Room’
System Interface Committees
Programme Management Office
Work Package Owners
Delivery Support
Innovation Leadership Group
Need to change WPOs to Title of KC
RTI is accountable to TLG, TLG is sponsored by the RDG Planning and Production Board and RSG.
The SIC’s Support with technical guidance and ILG provide a route support in delivery
RTI is financially accountable to NR
Technical assurance
Creating an Innovative environment
Financial Governance
Industry Governance

8. Key Capabilities

9. Engine Room Work Packages Work Packages
KC01&7 ‘Running Trains Closer Together’ and ‘Service Timed to the Second’
KC02 ‘‘Minimal Disruption to Train Services’
KC03&9 ‘Efficient passenger flow through stations and trains’ and ‘Personalised customer experience’
KC04 ‘More Value from Data’
KC05 ‘Optimum energy use’
KC06 ‘More Space on Trains’
KC08 ‘Intelligent Train’
KC10 ‘Flexible Freight’
KC11 ‘Low Cost Railway’
KC12 ‘Accelerate Research, Development and Technology Deployment’
Work Packages

10. Dr Karen Lane James Brown Janine Fountain Ben Carrington
‘Running Trains Closer Together’ and ‘Service Timed to the Second’
(ETCS L3 and beyond , Traffic Management)
James Brown
‘More Space on Trains’
(Reconfigurable Train Interior)
Janine Fountain
‘Minimal Disruption to Train Services’
(Intelligent Infrastructure Prognostics, Automated Maintenance)
Ben Carrington
‘Intelligent Train’
(Autonomous Train)
Crispin Humm
‘Efficient passenger flow through stations and trains’ and ‘Personalised customer experience’
(Smart Ticketing, Intelligent Virtual Concierge)
Richard Errington
‘Flexible Freight’
(Ultra Lightweight Freight)
Neil Tinworth
‘Low Cost Railway’
(Low Weight Rail Vehicle, Low Cost Branch Line)
Karl Butler-Garnham
‘More Value from Data’
(Railway Internet of Things, Data Sandbox)
WPOs are from across the industrial landscape
James Hardy
‘Accelerate Research, Development and Technology Deployment’
Ouahcene Ourahmoune
‘Optimum energy use’
(Discontinuous Electrification, Alternative rolling stock energy)
David Rowe
‘Research, Development and Technology into Industry Planning’
Work Package Owners

11. Exploitable value model developed by RSSB economics team Calculated against the 4Cs (Cost, Capacity, Carbon and Customer) Model based on recognised and accepted national and industry approaches i.e. DfT webTAG and the Passenger Demand Forecasting Handbook Assumes achievement of the RTS 30-year vision and deployment of the Key Capabilities where appropriate
Does not include consideration of jobs, growth and exports
Undiscounted and represent an in- year benefit
The IRR for the life of the project is 7.2% and payback is in year 14
Exploitable value

12. ‘Engine room’ Governance Programme Board WPO Develops annual plan
WPO Develops investment paper for each programme of work
Technical Leadership Group
(Technical Governance)
SICs
STE Investment Panel
(Finance Governance)
WPOs work within the Engine room to develop their annual plans and will go through internal controls, they will submit an Annual plan to TLG each year for endorsement. This will have been reviewed by the relevant SICs. The annual plan will include any new project/ programmes they wish to start and when they plan to reach stage gates on project which are running.
Each project/ programme in the annual plan will need an investment paper, it will go through internal Engine Room governance this will include the need to be endorsed by members of the RTI and a appropriate sponsor.
The investment paper will need to be submitted to STE investment panel for review and authority to be released. The technical scope will already have been approved, STE IP are only assuring the finances.
The RTI programme board will then approve the delivery method and assure delivery against the scope for the agreed funding.
Providing programme assurance

13. Thank you