A 21st century vision
Andrew Robinson talks about the Network Rail vision for operating Strategy, traffic management and future train control in the UK
The ‘ting’ of the block bell alerts the signalman that a train is on its way; he leaves his chair and heaves on the levers to set the road. After a few minutes, a track circuit on the diagram lights up and he walks to the window to observe the train rattle past, with a wave to the driver and a keen eye to check the tail lamps are lit.
It is a timeless railway scene, one which could almost be from any time between the 1860s and the 1960s. And yet it is a scene still played out in over 500 signal boxes on today’s network.
It is remarkable that, in 2011, many of the railway’s operating and signalling procedures would still be immediately recognisable to a Victorian railwayman. Despite massive technological advances in recent years, one train in a block section defined by fixed signals is still the majority mode of operation on the UK mainline railway. We think of Britain as having a modern, fairly sophisticated railway system; the truth is that we are in many ways still rooted in a mechanical, steam-era past.
In an industry challenged from all directions to improve, this legacy is increasingly unsustainable. Our railway network needs to respond to the demands of increased capacity, reduced cost, improved passenger satisfaction (as well as increasing passenger numbers) and a smaller carbon footprint.
Meeting the challenge requires a whole new way of working, and this is the premise of Network Rail’s Operating Strategy.
There are four key aspects to the Operating Strategy: implementing Traffic Management systems to improve train control; centralising signalling and control operations in 14 Rail Operating Centres (ROCs); centralising electrical control in two of those centres; and consolidation of all elements of operational control. Together, these elements will bring Britain’s railways firmly into the 21st Century, creating a high performance, world class railway: a railway where capacity is maximised; delays are reduced; disruption is minimised; and passengers are better informed. Crucially, following Sir Roy McNulty’s Value for Money report and calls to drive down costs, it will save Network Rail £250 million each year when brought to fruition. The industry wide savings could be even greater.
A key component of the Operating Strategy is the Traffic Management (TM) system. Previous plans by Railtrack to centralise signalling in Network Management Centres failed largely because the technology available was not equal to the task. However, the TM system now available uses proven software and process already demonstrated internationally. It is highly automated, predominantly running itself, planning and predicting potential conflicts in real time, followed in most cases by resolution of these. This will reduce delays considerably, particularly reactionary delay. Moreover, it will allow the capacity of the existing rail network to be maximised through better train pathing and planning. These benefits have already been recognised and welcomed by the operator community.
The TM system is designed to be flexible, so any ROC can potentially control signalling anywhere in the country. This will prove beneficial in times of disruption and emergency when the railway can be operated temporarily from a neighbouring or other ROC.
Six new ROCs will need to be built, in Romford, Manchester, Three Bridges, York, Rugby and Basingstoke. Existing buildings at Glasgow and Didcot will require expansion to make them fit for their new role. The remaining six pre-existing centres are at Derby, Gillingham, Cardiff, Saltley, Edinburgh and Ashford.
The network’s 13 Electrical Control Rooms are due for renewal and operate incompatible and outdated equipment. Concentrating electrical control in two locations (currently proposed to be Manchester and Three Bridges) will address this, and enable methods of working to be harmonised.
A scheme such as this will obviously cost money; to centralise signalling in the fourteen ROCs will cost approximately £1billion over 15 years. The funding for the strategy is not yet confirmed. It is awaiting authorisation by the Office of Rail Regulation (ORR) through the Control Period 5 funding decisions. However, the long term financial benefits to the railway are clear.
The strategy will have benefits far beyond Network Rail. Train operators will have the opportunity to have a presence in the ROCs, which will lead to closer and improved ways of working, beyond that already seen in today’s Integrated Control Centres (ICCs). This means disruption will be dealt with much more quickly and effectively. Additionally, it will mean information is communicated to passengers more accurately and quickly.
The end result will be Network Rail costing less to operate the railway; train operators being able to offer expanded and more reliable services; and passengers enjoying an improved travelling experience. In time, it may also mean lower fares at the booking office.
The Operating Strategy is a bold move towards giving Britain the railway it needs and deserves. It signals the beginning of an exciting chapter in Britain’s railway history.
STEVE KNIGHT, Network Rail’s Head of Operations Development, is the guest speaker at the IRO Midlands event on October 11th in Milton Keynes when he will discuss the Operating Strategy, traffic management and future train control. This is a joint presentation with IRO South East and North West.