transport infrastructure

Major works continuing across Victoria’s transport infrastructure program

Works to remove level crossings on three lines through Melbourne will step up during spring, as work continues on transport infrastructure projects around Melbourne.

Fifteen level crossing projects are taking their next step in September. On the Upfield line, removals of four level crossings are underway along with the construction of two new stations.

On the Cranbourne line, duplication works will see buses replace trains from September 8-13. Four level crossings on that line are also set to go, getting it closer to being the first level crossing free line in Melbourne.

Sunbury line works are scheduled for November to enable the line to carry newer trains once the Metro Tunnel opens. These works involve track, power, and platform upgrades and will require a shutdown on the line from November 7-22 and on the Bendigo line from 7 to 21.

For the trains themselves, safety and performance testing of the new High Capacity Metro Trains will be conducted on the Werribee Line from late August

On the Metro Tunnel project, all four tunnel boring machines are in action and the twin tunnels are getting closer to completion.

The tram network will also benefit from maintenance works. Upgrades will be carried out in Malvern, South Melbourne, Parkville, and Pascoe Vale South. Tram stabling in East Melbourne will also be improved, to allow for more trams during special events.

Minister for Transport Infrastructure Jacinta Allan said the works will have a wider benefit.

“These critical projects are building a better transport system, while supporting local jobs and Victoria’s economy,” she said.

Across all projects, tight hygiene controls are in place under Melbourne’s stage four restrictions and workforce numbers have been reduced.

“The safety of our workforce and the community is our priority – we are taking strict precautions to ensure our critical transport infrastructure projects can safely continue under coronavirus restrictions,” said Allan.

Agility

Agility for rail: Delivering on data

SSG Insight is delivering Agility, a modern CMMS with unique functionalities designed for the complexities of transportation.

Computerised maintenance management systems (CMMS), which record an organisation’s maintenance and asset management regimes have a history of over three decades. While the digitalisation of railways and transportation networks may have emerged as a talking point in the last 10 years, the digital management of maintenance procedures and asset history is much longer.

One company that has been on this journey since the early days is SSG Insight, which began 35 years ago offering its CMMS platform, Agility to the transportation and facilities management sectors.

James MacPherson, CEO of Asia Pacific and Canada for SSG Insight, describes how the company’s software has evolved.

“We started out providing a pure CMMS system, but over the years that’s morphed into a smarter integrated workplace management system. We provide maintenance management systems, performance management systems, and enterprise workplace management systems around the globe and specifically to the rail industry.”

As CMMS systems have grown, they have become much more than a log of maintenance requests and a record of actions undertaken. Today, the systems can be used to drive condition-based monitoring schemes, by interpreting asset data. This enables the platform itself to schedule work orders, provide condition assessments over an asset’s lifecycle, and monitor inventory levels and purchasing.

While these functionalities are common to many industries, including manufacturing, distribution, and utilities, for the rail sector, Agility takes the insights from the CMMS software and matches these to contract outcomes for transportation service provides.

“What we offer on top of a standard CMMS is performance management,” said MacPherson. “We can configure the system to self-manage the contracts.”

For transportation networks run by a private company under a contract with a municipal or regional transport authority, maintaining accurate and transparent maintenance logs is a key contract requirement. What Agility enables the providers to do, is automatically calculate maintenance or asset events against key performance indicators such as kilometres served or trips completed.

“In those scenarios the onus is on evidence and transparency, so those calculations around lost kilometres and trips, as an example, enable the contractor who’s running the transport network to be able to evidence why they may have lost kilometres on trips. This is specific for the rail industry, and it’s been developed especially for rail clients,” said MacPherson.

Agility provides real time dashboards that match a client’s needs.

OVERCOMING THE CONSTRAINTS OF LEGACY SYSTEMS
For the rail industry, implementing a smart CMMS system requires access to data being produced by an array of legacy systems. With experience deploying Agility on both brand- new systems opened as recently as 2019, and historical systems that were first horse-drawn and have been operating since the 19th century, SSG Insight knows how to collate data from a diversity of sources.

The different histories of different transport systems mean that data is not always organised in a way that is immediately interpretable and actionable.

“Specifically in the rail industry, we will sit down and discuss the legacy systems that operators have, the constraints that they have in terms of data and where servers are located, all of those types of things, because there’s a real mixed bag of rail systems out there.

One of the key offers to the rail industry is a consultative, outcomes-based approach,” said MacPherson.

With data often siloed into different areas, the effectiveness of a smart asset management solution is dependent upon getting disparate systems to talk to one another. In addition, distinct areas of operations may have their own, existing maintenance management systems, which will not be integrated across a network’s operations to be able to provide transparent information. SSG Insight has overcome this with its product Agility Connect, which can take data from any system, interpret it, and create an action.

“One of our recent examples is looking at creating a data-lake from lots of different systems and then analysing that data-lake and bringing those actionable insights back to the client from multiple systems,” said MacPherson. “That SCADA system there may not talk to anything, or if does talk to something, it’s got to go to a server behind 10 firewalls and it’s got to be housed in a room full of lead. But now, with a true software as a service (SaaS) deployment in secure Microsoft Azure, you have a huge amount of flexibility.”

Just like each area of operations may have its own data and control systems, in a complex transportation network there are multiple subcontractors or parties contributing to a network. By bringing data from these parties together without needing to replace each system, SSG Insight can provide a comprehensive look at a network’s assets and operations.

“We’re working on one project at the moment where there’s five CMMS systems, which clearly is untenable. So, what we do is we’ll assist with the service companies and the subcontractors with the issue of having multiple systems by creating a flexible and fully interpretable system,” said MacPherson. “If the individual CMMSs can’t go anywhere then we’ll just become the master of information and the master of the contract, so we’ll just integrate with them and pass the information back.”

In Nottingham, Agility is used by over 100 users.

IMPLEMENTATION
Knowing that no two transportation systems are the same, SSG Insight has developed Agility to be flexible to the needs and requirements of each mobility network, without the need to create a bespoke product each time.

“We don’t have to go to our development team and say, ‘Can you produce this for us?’ We have it all built into the configuration of the system so you can take the unique contract and build it in without having to change the commercial off the shelf (COTS) product,” said MacPherson.

“The system is designed by the users, for the users. All of the screens within the system ensure that the workflow is efficient and reduces repetitive entry, and then from that triggers the right set of actions for groups of individuals or the board or whoever, to be able to look at trends, analysis, whatever it might be.”

Agility has recently been deployed by Edinburgh Trams, a 14 kilometre, 16-stop network between Edinburgh Airport and the city centre. Here, an incumbent CMMS system had to remain in place, so Agility was overlaid on the system to take work orders and completion details created in the incumbent system and measure and track these actions in Agility against the operator’s contract.

“What will happen is we’ll take the asset register from the existing CMMS and then place the contract against it. Then we will feed that information back to the existing CMMS once the job is completed,” said MacPherson.

Automating the reporting of these tasks has a direct outcome by reducing paperwork and multiple handling, a tangible outcome for the client. By building KPI measurements to system requests, tasks are directly and automatically associated with reporting requirements, often replacing several manual processes.

“The system is built around the client,” said MacPherson. “We will sit with them and ask what is the process at the moment, and we’ll map that out and see that 70 per cent of that you can get rid of, because we can fully automate it. We can put it against the contract, and we can make it transparent, and we can make it auditable and you can see it in real time on the dashboard. Once we go through that process, we find that there’s a tangible sense of ‘Can you get it done tomorrow?’”

In Nottingham, where Agility has been deployed on the tram network for almost
10 years, the system is used by 135 users on 24/7 shifts. The platform collects passenger feedback, is used by service teams on mobile devices, and is the central control room log, making it the reference point for all operational event.

“We’ve gone from being a CMMS, to doing passenger feedback and then adding on to managing service-level agreements (SLA) and seeing which workflows can be improved or changed. The thing about Agility is that once a workflow is in the system it’s not fixed. If you suddenly realise that actually you could improve it then a customer can do it. They can change the question sets, they can change the notifications, they can change the steps that occur and if the contract changes, they can adjust in the performance measurement straight away,” said MacPherson.

Having the backing of a history of developing CMMS systems with the ability to continually innovate, Agility enables transportation to reap the benefits of the ever-expanding collection of data.

Canberra COVID

“People need to travel”

In one of the most disruptive events to occur since World War Two, transport leaders around Australia highlight the role that rail has played in getting Australia through COVID-19.

On Friday, March 13, thousands of spectators were queueing outside the gates to the Formula One Grand Prix in Albert Park, Melbourne. The late summer sun was beat down on the spectators as they waited for two hours to find out whether they would be let in. Finally, organisers confirmed that the event could not go ahead because of the fear of an outbreak of coronavirus (COVID-19). Extra trams were rapidly mobilised, and the crowds were herded onto public transport to take them back home, via the Melbourne CBD.

At the Major Transport Infrastructure Authority (MTIA) offices on Exhibition Street, director-general Corey Hannett was assessing the options for the state’s $70 billion of under- construction transport infrastructure spread across 119 major road and rail projects.

“I must admit, when the pandemic turned up in March, I think there were doubts that industry could work,” Hannett told Rail Express.

“At that time, we were looking right around the world at what was going on, and it was very clear that lots of countries were actually closing down.”

Indeed, other countries had entirely ceased all construction activity, except for projects specifically related to the COVID-19 response. In Ireland, almost €20bn ($32.57bn) worth of construction activity creased by March 28.

Unlike countries in Europe and Asia, at the time, the impact in Australia was relatively limited, with only 156 cases when Albert Park closed its gates. In Italy, deaths were already in the thousands.

“At the time, we really hadn’t had that massive impact from the COVID-19 infections that the rest of the world was experiencing, but it was fair to say we were very concerned that we had to make sure that we did things in a way that protected the workforce and the community,” said Hannett.

Across all of its sites, the MTIA and its delivery contractors put in place procedures to reduce the change of an outbreak at a construction site. Workers had to be spaced more the 1.5m apart, personal protective equipment was required, and extra hygiene measures were put in place. MTIA’s own staff moved to working from home and staggered shifts were enforced on work sites.

“Staggering when people start and finish toolbox meetings in the crib shed, getting extra crib sheds, getting extra cleaning in those crib sheds, getting an extra cleaning program of work across the whole sites,” lists Hannett.

All in all, roughly 18,000 people are employed to build road and rail projects under the MTIA umbrella across Melbourne and in regional Victoria. As of the end of June, there have been no significant disruptions to any of the construction programmes.

“I’m quite pleased to say so far so good, but we can only be as good as we are today and we need to keep that vigilance up and keep a heightened focus on making sure that we comply with the relevant rules to keep the community the workforce and ourselves safe.”

Hannett notes that while there has been a small loss in efficiency, the building program is continuing apace.

“In general, the program is in pretty good shape considering the pandemic which was forced upon us in March this year,” he said.

“I can’t imagine what the situation would be today if we had not had our 18,000 plus people not working.”

KEEPING THE COUNTRY MOVING
Canberrans had barely gotten the smell of bushfires out of their hair, clothing, and homes by the time the COVID-19 pandemic hit. After a torrid summer, Canberrans were using the newly commissioned light rail more than ever, which, according to ACT Transport Minister Chris Steel, led to an unexpected windfall.

“Thankfully in February this year, just prior to the pandemic starting, we actually increased the frequency of light rail to help manage the crowding that we had seen because we had so many people wanting to use light rail in Canberra.”

Frequency in the peaks was increased, and the peak period was stretched to 9.30am in the morning and 6.30pm in the evening. This extra capacity meant that the light rail could keep running and ensure that those workers who did need to travel were able to get to their jobs and people were able to access essential services during the lockdown.

To ensure the service was safe, a rapid program of adaptation was rolled out.

“We stepped up hygiene measures across public transport, including light rail, and one of the measures on light rail was to have automatic opening of the doors which wasn’t always the case on light rail,” said Steel.

Across the network, an extra 1,300 hours of cleaning was being conducted per week, and regular cleaners were assisted by over 30 workers hired by Transport Canberra who were stood down from their roles in the wider transport industry.

In Canberra and across Australia, most transport authorities are still encouraging passengers to travel outside of peak periods to avoid crowding. At the same time, Steel and others are concerned that road congestion is rising faster than public transport levels with the ACT at 85 per cent of pre-COVID traffic levels but public transport at less than half.

“We don’t want to see congestion reach even higher levels than it was before the pandemic because people are not using public transport, so we do need to encourage people back at an appropriate time,” said Steel.

“We’ve had for now several months the national cabinet and state premiers and chief ministers very clearly indicate to the community that they should avoid public transport during peak times and that is still the message.

“We also need to have an equally strong message at the appropriate time to welcome people back onto public transport – come and use it, it’s good for our community, it’s good for your health, it reduces congestion and all of the benefits that it provides.”

In Sydney, Howard Collins, chief operations officer for Transport for NSW and former chief executive of Sydney Trains cannot see a future where a return to public transport does not occur in some form.

“I just look at the maths and say we’re currently carrying 600,000 journeys across the transport network, about 350,000 people every day at the moment, compared with 1.3 million on rail before COVID. Where are those people – even if half of them come back – where are they going to go? I can’t imagine them all cycling down George Street. I can’t imagine we’ll get the cars moving more than about 5km/h if they all jumped in their cars. So, rail will have to take on that capacity, but it may be in a different context in terms of how we operate our train service.”

Prior to COVID-19, capacity on Sydney Trains was almost reaching breaking point, particularly in the peaks. With a 73 per cent drop in patronage, Collins is looking at the recovery from COVID-19 as a potential for change in the way the network operates.

“I think patronage will change, permanently. COVID-19, at the end of the day is an issue that has come along that has been really tragic and has been challenging, but it may well be a warning for things happening in the future. So, things have to change but I do believe that public transport and particularly rail is going to still have a major role.”

Collins is sceptical that there will be a wholescale shift to alternative working arrangements, such as working from home.

“Many people have said ‘Oh I’ll never going to be going to office anymore. I’m going to be working from home and I’ll be doing it in a café or bar or whatever it is.’ I do think there’s this human nature of getting together and while we all say we’re coping with Teams and remote working there will be a resurgence of people wanting to cluster and get together, whether that’s socially or for work reasons no matter how good our Zoom or Teams structure is. People will be back, but it will be different.”

During the lockdown, Sydney Trains has increased services during the peak to cope with demand, as well as run extra light rail services. With an unclear future still ahead, to many, what this has demonstrated is the need for flexibility in time-tabling and capacity.

“We certainly need greater flexibility and if you look at Sydney Metro, boy they can switch on and off a flattening peak or an increased fleet just by the press of a button, and the trains pop out of their depot without any care or concern,” said Collins.

“But we know that people still need to travel within certain times. If tradies still sign on as they do every day in Sydney at 7 o’clock then we’re still going to get that massive tradie peak. If schools still operate in the time scale that tends to suit both their parents and teachers, you’re not going to see the flattening of the peak. We will certainly see others spreading the load – particularly office workers – but I think it’s going to be more resistant to change than perhaps some of the theorists believe when it comes to peak services.”

WHAT HAPPENS NEXT?
Many have noted that COVID-19 is two crises. First, the health pandemic, and second, the economic crisis caused by the shutdown of businesses and the restrictions on movement and gathering. While testing, contact tracing, and medical care can limit the first crisis, there is more debate over how to grapple with the second.

Infrastructure spending has emerged as one way that governments are dealing with the economic crisis. Rail is one area of infrastructure that has been targeted with spending. Already, in Sydney, Metro Greater West, now known as Sydney Metro – Western Sydney Airport has had funding committed by both state and federal governments, to begin construction before the end of 2020. Approvals for Inland Rail have been fast- tracked. In Victoria, the Level Crossings Removal Project is ramping up and extra money is being spent on regional track and repairs to stations.

While some have argued that smaller infrastructure projects provide more benefits, according to Hannett, all projects should be seen as helping the wider economy.

“A project creates jobs, it boosts the economy, and it also has a significant economic benefit. The fact is. big or small. they do create jobs they do create economic benefit.”

Shadow Infrastructure Minister Catherine King highlighted that now is the time to invest in nation-building infrastructure.

“I think that one of the things that coronavirus crisis has shown us is that while we’ve had infrastructure projects and rail projects, we’ve sort of lacked any large scale, iconic infrastructure transport project,” she told Rail Express.

In May, Opposition Leader Anthony Albanese reaffirmed the Labor Party’s commitment to high speed rail from Melbourne to Brisbane, via Sydney and Canberra. According to King, such a project goes well beyond reducing congestion on the air route between Melbourne and Sydney.

“One is the investment potential that it has, but also the nation building potential that it has, in terms of developing a much stronger sense of regional and decentralised regional towns from Melbourne from Sydney, all the way up to Brisbane, and the capacity and possibility of that as we grow as a nation.”

While COVID-19 has been a tragic event, the rail industry is beginning to emerge with a renewed focus on flexibility in operations and the nation-shaping role that rail infrastructure can have.

manufacturing

WA funds local manufacturing and maintenance of railcars

The Western Australian government will ensure more rollingstock maintenance and manufacturing happens in WA, with a $40 million investment and a new focus on building iron ore cars in the state.

$40m will go towards the maintenance of Western Australia’s new Australind fleet with the construction of an expanded Metronet Railcar Manufacturing and Assembly facility in Bellevue.

WA Premier Mark McGowan and Minister for Transport Rita Saffioti announced that the Bellevue site will be grow to include the maintenance of the new diesel multiple units (DMUs), manufactured by Alstom, which will replace the current Australind fleet.

The Bellevue facility will also service the Prospector and AvonLink railcars, WA’s infrastructure diagnostic vehicle, and track maintenance and rail shunting locomotives.

WA had previously brought railcar manufacturing back to the state with the announcement that 246 C-series railcars will be built with 50 per cent local content, said McGowan.

“One of my Government’s key election commitments was to return railcar manufacturing back to the Midland area,” he said.

“We’re delivering on this and now we’re doing what we can to ensure we’re removing interruptions in supply chains and allowing local businesses to take advantage of the great manufacturing opportunities in our State.”

Transport Minister Rita Saffioti said the scale of the project will provide opportunities for local workers and suppliers.

“Around 250 railcars will be produced at Bellevue over the next decade, while it will also serve as a permanent maintenance facility for the expanded METRONET fleet,” she said.

“This new $40 million diesel maintenance facility will be a new key element to the services provided at Bellevue and will provide local job and training opportunities for local Western Australians.”

In a joint statement, McGowan and Saffioti said that an “action group” will be created to investigate the viability of manufacturing and maintaining iron ore railcar wagons that service the iron ore rail network in the Pilbara. This manufacturing could occur in the Pilbara or other parts of WA. Currently, manufacture of iron ore wagons often happens in China.

The study will look at how initiatives can support the steel fabrication industry in WA, and maintenance opportunities for new and existing ore wagons.

A contract for the construction of the diesel maintenance facility will be awarded next year.

Construction of the main manufacturing site is underway and is expected to be completed later in 2020. Local manufacturers are now able to register to supply components to the railcars.

Local ingenuity from Bombardier keeping the wheels turning

In Adelaide, Bombardier have developed an in-house remote diagnostics system.

For over 15 years, the South Australian (SA) Department of Planning, Transport and infrastructure (DPTI) and Bombardier Transportation (BT) have been working together to ensure the safe and efficient running of heavy rail fleets. Their aim is to provide the traveling public with high levels of customer satisfaction and increased availability, by working closely and listening actively to feedback to develop a deep understanding of SA’s specific needs.

Reliability is perhaps the highest priority when it comes to the operations of networks and ongoing rollingstock maintenance and performance is key.

Keeping trains on the tracks and moving passengers safely is a cornerstone of any operation and through BT’s through life support, intrinsic knowledge of the SA network, and true collaboration with DPTI, BT has been able to continue to provide high levels of mean distance between failure (MDBF) and ensure fleet performance.

These realities are front-and-centre for both DPTI and BT, which has manufactured and has the contract for the ongoing maintenance of Adelaide’s EMU fleet. The A-City fleet, currently comprised of 22 three carriage sets, with another 12 on order, were the first electrical units to operate on the Adelaide network.

Introduced in July 2013, with the first entering service in February 2014, the fleet has begun to require modernisation to improve services to the traveling public, through implementation of technical enhancements in the through life support of the vehicles.

According to Todd Garvey, Bombardier Transportation’s head of sales, Australia and New Zealand, a unique solution was required to update the fleet and keep performance of the trains at the high level required for the Adelaide network.

“The system allows real time analysis of signals that can ensure the vehicle is safe to run without attending site,” said Garvey.

The remote diagnostics solution can measure an array of vehicle specifics, including engine speed, temperature, oil pressure, HVAC temperature, converter diagnostics, and other faults.

With this information provided to remote maintenance managers, faults can be reset while a train is in service.

“The quick benefit seen by all is being able to reset faults remotely in traffic such as HVAC and convertor issues; these improve on time running and passenger comfort,” said Garvey.

Not only does the system increase uptime but works to enhance vehicle safety. One example of this is having remote awareness of the door safety interlock. The remote diagnostics solution allows for this safety critical element to be monitored and fixed without returning to a maintenance facility.

A COLLABORATIVE HOME-GROWN SOLUTION
While remote diagnostics are not unique to this fleet, the solution is a demonstration of value creation through collaborative engagement between DPTI and BT, and has empowered BT to develop a system that is based on its local knowledge of the conditions in which the A-City fleet were operating. As a relatively small fleet, the return on investment in implementing and off-the-shelf solution was prohibitive.

“Therefore, it was necessary to engineer a bespoke solution to maximise the return on investment to get to a point of providing real benefit to the operation,” said Garvey.

In addition to supplying and manufacturing the A-City fleet, BT has also provided maintenance services out of Adelaide’s Dry Creek railcar depot.

Site general manger for Bombardier Transportation at Dry Creek Brenton Valladares said the local expertise that BT has in SA was essential for this project.

“Our local experts Carl Parr and Graham Schier – an electrical engineer and IT guru respectively – have together been with Bombardier Transportation for over 45 years across the world,” said Valladares. “Graham is a shopfloor electrician, born and bred in Adelaide, apprenticed by BT with exceptional IT skills that were identified and leveraged for the project. This combination of using in-house talent from both the shopfloor and engineering function to deliver a high-quality solution make this project unique.”

Parr and Schier worked with BT’s local partners and global network to develop a custom-built solution to run real-time remote diagnostics on the A-City fleet.

With capital investment and a true partnership approach with the SA government, BT developed the concept and the system integration with third-party suppliers. How the system works is that onboard equipment is networked via the existing service port of each system to a hardware gateway. This gateway is then connected to a secure remote server. The requested data is sent to an alternate server hosted by Hasler that analyses the signals, looking for data matches that align with predetermined events. Hasler also supply the data logger hardware and platform event diagnostics.

“One of the key challenges was networking the legacy systems into the program. These were overcome with some reverse engineering. The support from DPTI on this project has been marvellous and their ongoing backing of innovation, rail in SA, and BT is something we value greatly.” said Valladares.

When the data aligns with the predetermined events an alert is sent via email or other notification to the maintenance facility. Two full time team members are dedicated to monitoring and reviewing the system now that it is in place.

DELIVERING BENEFITS
As the A-City fleet has undergone further modernisation, one of the elements to be aware of was the learning curve for drivers. By taking these diagnostics out of the train cab and into the hands of remote maintenance personnel, drivers are supported to focus on the new elements of the trains.

This new technology is a great asset for both Bombardier and DPTI said Garvey.

“With these upgrades and changes occurring across multiple systems in the fleet, remote access provides real time information, thereby reducing the learning curve for the drivers, this is a great asset for us and DPTI” said Garvey.

Another unique facet of the maintenance and upkeep of the A-City fleet is the structure of the depots. Adelaide’s mix of electrified and unelectrified lines has meant that the Dry Creek depot is unelectrified. This means that when maintenance does need to occur, the EMUs are hauled into the facility. Having remote diagnostics enables access to the vehicle’s systems without needing to go into the yards as often.

“We have also seen improved turn-around times for maintenance due to having an improved understanding of the faults prior to the asset arriving at Bombardier’s facilities,” said Garvey.

“In addition, there are reduced nuisance faults (less time on NFF) and more cars remaining in traffic. We are also able to reset faults in service, so that maintenance can be planned at an appropriate time.”

With the system now rolled out across the fleet, the system has doubled the KPI that was set for it in parallel with other project work. The system has now reached figures of above 100,000 MDBF, highlighting the effect that the delivery of local ingenuity, backed up by global expertise, can have on a unique train fleet.

scenic

KiwiRail expands scenic train services

All of KiwiRail’s scenic services will return this summer, and the operator will add the Northern Explorer to its range of services.

To meet the demand for domestic rail touring KiwiRail is looking to expand its scenic fleet for charter services.

KiwiRail group chief executive Greg Miller said that the state-owned enterprise has been investing in upgrading the rollingstock used on the scenic routes during the COVID-19 lockdown period when all scenic trains stopped running.

“We had to carry out maintenance work on the carriages we use, and that work was delayed by the COVID lockdown. We prioritised the TranzAlpine, which runs between Christchurch and Greymouth, so it was the first service to resume,” said Miller.

Miller outlined that KiwiRail was expecting to make significant investment in its tourist trains, including in rollingstock.

“Pre-COVID, rail touring was enjoying a resurgence throughout the world and, with the support of a promised $80 million of government funding, KiwiRail was planning an ambitious upgrade of its scenic fleet and services,” he said.

“The indefinite closure of New Zealand’s borders to international tourists, and the re-purposing by the government of some of the proposed funding means that, for now, we are hibernating some of those plans and instead concentrating on designing viable timetables and services for the domestic market.”

KiwiRail ran the TranzAlpine service from Christchurch to Greymouth during the winter school holidays and will resume the service in September. The Coastal Pacific from Christchurch to Picton and the newly instituted Northern Explorer between Auckland and Wellington will begin running in the spring.

“In addition to these scheduled services, we are looking to expand our fleet to offer enhanced charter services throughout the year,” said Miller.

As part of the New Zealand government’s significant investment in rail, KiwiRail will acquire new rollingstock for its scenic services. A request for proposals was released to the market last September, however now suitable bids were received. KiwiRail is also in the process of acquiring new mainline locomotives.

“It looks like all New Zealanders will be holidaying at home this summer and as people plan their breaks, we urge them to demonstrate their support for environmentally friendly travel and choose to sit back and connect with the landscape on their national rail network,” said Miller.

Alstom results

EU clears Alstom’s acquisition of Bombardier

The European Commission (EC) has approved the acquisition of Bombardier Transportation by Alstom, subject to commitments made by Alstom.

Since the acquisition was announced in February 2020, discussions have been ongoing to determine how the merger of the two major rail manufacturing companies would satisfy EU merger laws.

Last month, Alstom proposed a range of measures to get the deal over the line, unlike the previously deal to merge with Siemens, which fell foul of EU antitrust laws.

In a statement, the EC accepted Alstom’s proposal, noting that the two companies compete in areas such as very high speed, mainline and urban rollingstock, as well as mainline and urban signalling.

With the acquisition approved, Alstom will sell its Coradia Polyvalent range of mainline trains and the associated production facilities in Reichshoffen, France. Bombardier’s Talent 3 train series will also be sold, and part of the production facilities for these trains in Hennigsdorf, Germany.

To satisfy EC concerns in the area of high-speed rail, Alstom will divest Bombardier’s stake in the Zefiro V300 joint venture with Hitachi.

In the field of signalling, Alstom will allow competitors access to some onboard signalling units.

EC executive vice-president Margrethe Vestager said the acquisition would enable continued competition in the European rail market.

“Going forward, a stronger combined Alstom and Bombardier entity will emerge. At the same time, thanks to these remedies, the new company will also continue to be challenged in its core markets to the benefit of European customers and consumers.”

In a joint statement, both companies welcomed the decision of the EC.

“The divestitures will comply with all applicable social processes and consultations with employee representatives’ bodies,” the statement read.

“The transaction remains subject to further regulatory approvals in several other jurisdictions and customary closing conditions.”

The Australian Competition and Consumer Commission (ACCC) has an ongoing review of the merger, which commenced on May 11. August 20 is set as the provisional date for the announcement of the ACCC’s findings.

When the acquisition is complete, expected by the first half of 2021, Alstom will be the second-largest rail-equipment firm, behind Chinese manufacturer CRRC. The combined Alstom and Bombardier Transportation company would have revenues of €15.5 billion ($25.58bn) and would create the European rail champion, which was proposed when Alstom attempted to merge with Siemens.

First hydrogen filling station to power emissions-free trains

Rail manufacturer Alstom has joined with gases and engineering company Linde to build and operate a hydrogen filling station to support hydrogen trains on the Elbe-Weser network, in the German state of Lower Saxony.

The hydrogen filling station will provide the fuel for the operation of Alstom’s Coradia iLint hydrogen-powered trains, which completed a test phase in February.

While operating passenger services, the trains were able to replace diesel-powered services, and only emit water vapour and condensation.

Completion of the filling station is expected in mid-2021 and 14 hydrogen trains will be utilising the facility by the beginning of 2022.

Once filled at the station, the trains will be able to run for up to 1,000km, meaning they only require one tank filling. The station has room for expansion to produce hydrogen on site through electrolysis and regenerative electricity.

Hydrogen is a key fuel in the decarbonisation of rail where electrification is not possible, facilities such as the filling station will enable emissions-free transport and support Germany’s goal to become carbon neutral by 2050.

“The construction of the hydrogen filling station in Bremervörde will create the basis for the series operation of our emission-free hydrogen trains in the Weser-Elbe network,” said Jörg Nikutta, managing director Germany and Austria of Alstom.

Mathias Kranz, responsible at Linde for the onsite and bulk business in Germany, said the switch to hydrogen would improve environmental outcomes.

“The introduction of hydrogen as a fuel for trains will significantly reduce the burden on the environment, as one kilogram of hydrogen replaces approximately 4.5 litres of diesel fuel.”

According to Andreas Wagner, head of local rail passenger transport and signatory of the Elbe-Weser Railways and Transport Company, the introduction of hydrogen trains has promoted interest in rail from passengers and motivated drivers.

“Our passengers were very curious about the trains and their technology from the very beginning. In addition to the very low noise level, the hydrogen train impresses with its zero emissions, especially in times of climate change. For our train drivers, the operation of iLint was a very special motivation,” he said.

DAS

“This is for our grandchildren”: Why KiwiRail’s C-DAS is about more than saving fuel

KiwiRail tells Rail Express how its adoption of driver advisory systems (DAS) from TTG Transportation Technology is delivering benefits now and over the long term.

When representatives from TTG Transportation Technology first contacted KiwiRail with their new system, the New Zealand rail operator couldn’t believe what they were hearing.

The Sydney-based manufacturer was introducing their driver advisory system (DAS), Energymiser to KiwiRail and were suggesting that the state-owned enterprise could save 10 per cent of their fuel bill. According to Soren Low, technology and customer innovation leader at KiwiRail, it would take a change of management for the offer to be taken up.

“We struggled at first to get any interest in installing Energymiser, but a couple of years later there was renewed interest and the group general manager at the time said ‘Let’s give it a crack and do a trial and see what happens, if nothing comes out of it that’s great, at least we can say we tried.’”

KiwiRail chose to test the system on a freight line that took wood pulp from the mill at Karioi in the middle of the North Island to the Port of Wellington.

“We did a trial over three or four months and what became really clear is that the numbers that came out of this trial were too good to be true,” said Low.

The initial figures promised by TTG were being delivered and led to the DAS modules being rolled out across the entire network.

“We used the trial to write a business case to justify the investment to roll out Energymiser across the business,” said Low.

A few years later, the onboard systems were in the cabs of KiwiRail’s fleet of 180 locomotives and 350 train drivers were trained how to use the system. Now, across KiwiRail’s 4,500km network the DAS technology delivered by TTG indicate to drivers when to increase speed, when to brake, and when to coast to enable the most efficient runs possible.

The DAS system enables KiwiRail to make the most of a 150-year-old narrow gauge network with many tight corners and steep inclines. Whether hauling bulk freight, logs for export, and dairy during the milking season, Energymiser is enabling KiwiRail to cut fuel costs and significantly reduce emissions.

CHANGE THE WAY YOU DRIVE
While the figures from the trial convinced KiwiRail’s management of the benefits of the DAS technology, there was another group who needed to come on board.

“When we first started talking about DAS to the driver union representatives, there wasn’t much support for it,” said Low. “There was a straight-out view that no technology can tell a driver how to drive a train better than they can. In time, the Rail & Maritime Transport Union representatives came on board, and really helped us sell it to our people. Being able to pull together a small team of committed drivers who believed in what we were doing really helped us test, tweak and deliver the system.”

Until the incorporation of Energymiser, KiwiRail drivers had been trained to travel at the maximum track speed. Now, the DAS onboard screen was telling drivers that they could travel below the track speed and coast on downhill sections and they would arrive at their destination at the scheduled time.

To communicate this change in practice, KiwiRail enlisted the help of a senior driver, Robin Simmons. Having someone with Simmons’s respect within the organisation helped to win over resistant drivers.

“Simmons really quickly bought into this,” said Low. “He really quickly said, ‘You know what, this is actually a really good thing.’ To this day, he is our DAS champion. He has been pretty much working full time on DAS. The training program that we built was very heavily influenced by Simmons and in the early days he did most of the training himself. The fact that he’s a locomotive engineer and train driver was really good in terms of his credibility.”

Another important factor said Low is to ensure that the information that is displayed in cab is not in conflict with conditions on the track. For example, during summer some parts of the KiwiRail network have speed restrictions due to heat. This function was not inbuilt into the Energymiser system initially, so KiwiRail and TTG updated the software.

“The DAS was saying you should be doing 70 km/h whereas the driver knew they should be doing 40 because they were in a heat restriction area and we try and avoid having those mixed messages in the cab,” said Low.

KiwiRail found drivers were in three camps; those that embraced the technology, those who used the DAS because they had to, and those who would prefer not to use the technology. Convincing the second and third camps and encouraging the first to become advocates for the system would take a different approach.

“In our training, we spend a day in the classroom with our drivers and most of it is really hearts and minds stuff. It’s about the bigger sustainability picture, it’s about why this is important, it’s about how organisations like KiwiRail need to cut costs, how we need to invest our money wisely and then a little bit of the training is actually the technical bit of how you use the tool,” said Low.

Acknowledging and incorporating these factors has led to the success of the system.

“The reality is if you can’t get the drivers on board then you are dead in the water.”

KiwiRail tested the system with driver Robin Simmons, who became an advocate for the technology.

ENCOURAGING CLEAN AND EFFICIENT OPERATIONS
Seven years on from the first contract signed between TTG and KiwiRail the system has enabled a 10 per cent reduction in fuel costs. However, even more important than the savings are the benefits that the system has brought to KiwiRail.

KiwiRail has three carbon reduction targets and by the end of June 2020 is aiming to reduce energy consumption by 73.5 GWh. This target was raised from 20 GWh, which was reached only eight months after the agreement between KiwiRail and the Energy Efficiency and Conservation Authority (EECA) in 2016. Fuel savings in locomotives are a major part of this effort and already 17 million litres of fuel have been saved since 2015.

By 2030, KiwiRail must reduce is carbon emissions by 30 per cent below 2005 levels, in line with the Paris Agreement. Finally, as a state-owned enterprise, KiwiRail must achieve net zero carbon emissions, in line with New Zealand’s overall climate goals. Since the 2012 financial year, the company has reduced its carbon intensity of rail freight by 15 per cent.

To meet future goals, DAS has a role not only to ensure the efficient movement of freight but to provide a better service for KiwiRail’s customers, enabling more goods to be moved on rail rather than road. The KiwiRail network is predominantly single track, so making sure trains run to schedule is essential. This is where the connected DAS technology can contribute.

“The connected DAS, where you integrate the onboard systems back to the back end of train control can create a potential opportunity to tie those things together to take it to the next level,” said Low.

This can enable better scheduling to move freight quicker, without using more fuel.

“Our job is to provide excellent customer service outcomes,” said Low. “The first step is to analyse schedules to ask, ‘How do we take our existing journey time and look to cut up the journey into more fuel-efficient increments, what kind of fuel saving can we derive from that?’”

Getting to that point, however, requires buy-in from across the organisation, and this is where DAS’s fundamental benefits are important, concludes Low.

“This is not for us right now, it’s for our grandchildren’s grandchildren. It’s a long-term project, that’s why it’s so vitally important.”

Managing director of TTG Dale Coleman said TTG are extremely proud of its relationship with KiwiRail that embodies what success looks like. TTG and KiwiRail have combined world leading research into to technology that can be successfully implemented into an existing operating environment by a committed Kiwi Rail management and operations team.

Coleman also acknowledged the research excellence of the University of South Australia, which has been instrumental in the delivery of Australian knowhow in building a fully connected and integrated DAS deployed on more than 8,000 devices operating over 60,000 kilometres of track in more than 10 countries worldwide. The system delivers sustainability not only to KiwiRail but also other leading world class railways including SNCF, Arriva, First Group, Abellio, and Aurizon.

KTK Australia denies forced labour allegations

Allegations that slave labour was used in the production of components used in a number of Australian rollingstock fleets have been strongly denied by KTK Australia.

In a statement, KTK Australia said that such allegations “are based on no official documents, interviews or testimony”.

The allegations stem from a US Department of Commerce blacklist that included KTK Australia’s parent company, KTK Group. The US Department of Commerce said that KTK Group was implicated in human rights violations such as the forced labour of Muslim minority groups from Xinjiang Uyghur Autonomous Region.

KTK Australia disputed the basis for these implications.

“KTK Group has never employed workers who are members of the Uyghur ethnic minority,” said the KTK Australia statement.

KTK Australia’s website lists its components as in use on a number of Australian rollingstock fleets. These include NSW’s New Intercity Fleet (NIF), and Sydney Metro, the X’Trapolis and High Capacity Metro Trains (HCMT) in Victoria, and Queensland’s Next Generation Rollingstock (NGR).

Bombardier, which manufactures the NGR fleet, said that it was closely looking into the allegations.

“Bombardier Transportation is aware of the recent action by the United States Commerce Department in relation to KTK Group Co. We are actively monitoring this new dynamic – impacting the transportation industry – and any effect this could have on our own supply chain, projects and products,” said a Bombardier Transportation spokesman.

In Bombardier’s Supplier Code of Conduct, which all suppliers must agree to, forced labour, modern slavery, and human trafficking are explicitly prohibited. The code outlines:

Bombardier will not engage in the use of forced or enslaved labour or human trafficking, nor will it tolerate their use at any level in its supply chains. Suppliers must not demand any work or service from any person under the menace of any penalty. For example, Suppliers’ employees must be free to leave work or terminate their employment with reasonable notice, and they are not required to surrender any government issued identification, passports or work permits as a condition of employment.

Alstom, which manufactures the Sydney Metro and X’Trapolis fleet, also prohibits forced labour in its supply chain. Its Ethics and Sustainable Development Charter requires that suppliers commit to the “elimination of all forms of illegal, forced or compulsory labour”.

A Victorian Department of Transport spokesperson said that it was assured that there is no evidence of forced labour in the supply chains of its rollingstock.

“We have asked our manufacturers to take additional steps to ensure the integrity of their supply chains, and we continue to monitor the situation and will consider further steps based on the outcomes of ongoing supply chain investigations.”

A Transport for NSW spokesperson highlighted that suppliers must comply with Australian laws covering subcontracting and reporting requirements.

“Transport for NSW also has rights to access and audit the supplier’s records and the materials, goods, workmanship or work methodology employed at any place where the supplier’s activities are being carried out.”

The NSW spokesperson said that the components in use on the NIF were from the French arm of KTK.

In a report published by the Australian Strategic Policy Institute (ASPI), which is in part funded by the US State Department, KTK Group is named as one company that was involved in the transfer of Uyghurs out of Xinjiang. The report cites online news articles.

KTK Australia noted that the cited articles refer to non-Uyghur workers from Xinjiang constructing a playground in a city in Jiangsu province.

“KTK Group confirms that in 2018-19 it did employ a small number of workers from Xinjiang, who were not ethnically Uyghurs, all were properly employed and paid the same wage as all KTK other workers in the same positions,” the KTK Australia statement read.

The US Department of Commerce blacklist prohibits US companies from working with listed companies. KTK Group has no investments in the US and said the decision would not have a material impact on the business.

“KTK Group is a transparent company and we welcome any international customers to inspect our facilities and to audit our labour practices.”