1. Introduction to the Future Railway Enabling Innovation Team Marcus Mayers December 2013 Rail Alliance Rail Industry Networking 10 th December 2013www.futurerailway.org1

2. Outline Future Railway, RTS, TSLG and EIT Current activities Supply Chain Development 18th November 2013www.futurerailway.org2

3. The Rail Technical Strategy 2012 18th November 2013www.futurerailway.org 3 3 Cost Carbon Capacity Customer

4. Why should rail innovate? UK Rail Industry A success story with increasing expectations – Demand – Performance – Cost – Sustainability New opportunities – Economic catalyst – Demographics – Modal competition – Rail Technical Strategy 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 Innovation is key to addressing these opportunities and supporting UK economic growth November 2013Introduction to EIT4

5. Outline Future Railway, RTS, TSLG and EIT Current activities Supply Chain Development 18th November 2013www.futurerailway.org5

6. Planned EIT activity Industry Vision – Rail Technical Strategy EIT Investment Portfolio Demonstrator projects to de-risk defined industry challenges EIT Investment Portfolio Demonstrator projects to de-risk defined industry challenges Enabling innovation programme Growing innovation and entrepreneurial capability Enabling innovation programme Growing innovation and entrepreneurial capability 6 November 2013Introduction to EIT

7. EIT investment portfolio 18th November 2013www.futurerailway.org7 EIT Investment Portfolio Demonstrator projects to de-risk defined industry challenges 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

8. Outline Future Railway, RTS, TSLG and EIT Current activities Supply Chain Development 18th November 2013www.futurerailway.org8

9. 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? What we wanted to identify 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 EIT, TSB and RIA commissioned a UK supply chain capability route mapping study to help address a number of key issues Introduction 9 The concept is based on very successful approaches already used for Automotive and Aerospace industries

10. 10 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 Rationale Innovation (product, process, service) Strategy and Vision 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 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 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 Demography Skills Gap SkillsDemandSupply Strong rationale for investment

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

12. Enablers 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 Financial special purpose vehicles provide frameworks to fund complete asset lifecycle Capabilities and skills imported from Oil & Gas, Defence and Aerospace UK builds modelling, design and supply chain in key areas to support WLSO Established alliances (cross sectoral) from landmark projects deliver solutions globally Established integrated rail system model, tools, data sets and data management The UK is globally recognized “go-to” leader in key areas of WLSO Vision 2014-20192019-20242024 Onwards 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 Focus areas / Development prioritiesCapabilities 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” Whole life cycle mgt Simulation & synthetic env’t Structures, P-way and civil works Control systems Retrofit in operating env’t 4 Whole life system optimisation System architectures and interface m’g’t Intelligent asset management Integrated data models (for planning, control, optimisation) Intelligent traffic management for rail system optimization Intelligent traffic management for transport system optimization System life cycle and maintenance forecasting modelling Real-time decision support/optimization System of system simulation and optimization Design / instrument for whole life cycle Modular/pre-fab build Design tools for optimisation of local build Techniques to minimise operational interruptions Design (and economic modelling) for obsolescence /renewal Modal integration as system retrofit approach Asset monitoring and info capture Business model dev’t Control to optimise capacity (trade-offs visible) Connected DAS BIM tools and applications Smart materials / components Life extension technologies System trade-off models Design for sub-system obsolescence (minimise cost of change / upgrade) Planning decision support/optimization Low impact / Low cost-of-change solutions Age / damage effect prediction Limited ModerateStrong Capability ambition level:

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

14. Thank you Marcus Mayers Enquiries to: marcus.mayers@futurerailway.orgmarcus.mayers@futurerailway.org November 2013Introduction to EIT14