IRSE News 140 Dec 08.pdf

NOVEMBER TECHNICAL PAPER
Signalling Systems and
Automatic Train Operation
There is an inextricable link between the
traffic management system, the outside
signalling infrastructure and its interaction
with trains (safety critical layer).
With the exception of High Speed 1,
our current approach in Great Britain is to
signal the network through lineside
signalling. The control locations range
from pre-1900 installations to those
commissioned within the past few weeks
and months. From an operating
perspective there are limitations provided
in terms of safety, performance and
reliability that are able to be significantly
improved through the deployment of more
modern, technically-advanced systems.
From an operating strategy perspective
it is perceived that the optimum
technology is in-cab signalling with
Automatic Train Operation (ATO),
particularly for denser, metro-style
environments. The theme of automation,
removing variability and providing greater
degrees of freedom to manage capacity
utilisation through speed based signalling,
would achieve significant benefits in terms
of reliability, performance and capacity
utilisation. Removing variability through
enhanced traffic management and
signalling systems will enable the network
to be much more confident in its ability to
deliver an optimised daily plan. It will also
create the ability to deal with any
variations that occur throughout the
service day, and allow the restoration of
the timetable to its planned state much
more expediently than can currently be
achieved.
Migration and Challenges of
the Operating Strategy
A switch from today’s world to a future
operating strategy represents a significant
challenge.
How do we deal with the migration
plan for the introduction of new
technology?
How do we develop the future
operating processes in parallel with
technology advancement for
optimised benefits?
How do we allow ourselves to be
significantly creative with our thinking,
without forgetting the lessons of
history?
How do we bring the multitude of
players within the industry along with
a single vision for operating the
network? And how does this fit with
the wider visions for traffic
management across Europe and
beyond?
Figure 1 : Operating Strategy – now and in the future
IRSE
There are no easy answers to these and
other questions. However an operating
vision will be enabled through a clear set
of operating principles to design future
operational processes along with an
associated technology deployment
strategy. Realisation of the opportunity will
only occur if the industry and wider
community accepts that operating
principles and the technology strategy
require the context of an industry
operating vision.
OPERATING PRINCIPLES
The future operating strategy is intended
to set out the key outputs that the
operating system must deliver from both
Network Rail and Operator perspectives.
This recognises that high level objectives
applicable to both operating and
engineering requirements are necessary to
realise the benefits of the operating and
engineering strategies. The concept of
developing a set of high level operating
principles was launched by Network Rail.
The objective of the Operating
Principles was to define the key
deliverables against which future systems
development and applications would need
to be considered. As such by identifying
the fundamental output the system
needed to deliver they would facilitate
innovation in both engineering and
operating practice. It was recognised that
a number of the Operating Principles may
not be cost effective in all applications. In
these situations non-provision would need
to be justified. This concept has effectively
made the Operating Principles the default
requirement for future developments.
The Operating Principles were
developed by a combined Operations and
Engineering team within Network Rail, with
significant input from operators, both
passenger and freight, and input from
other administrations. The status of the
Operating Principles is that they are still in
the development phase, but now in a
position for wider stakeholder
consultation.
The objective of the Operating
Principles is: “To move people and goods
by rail in a way that optimises reliability,
capacity, safety and cost.”
It is important that the four drivers in
this statement are balanced against each
other, and the order they are given does
not imply any specific priority.
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Issue 140 December 2008
IRSE
NEWS