Norway Tendering Strategy

Presentasjon om: "Norway Tendering Strategy"— Utskrift av presentasjonen:

1 Norway Tendering Strategy
CCRCC 2017 15th November 2017 Sverre Kjenne – EVP Digitalisation and technology

2 Purpose of the presentation
Introduce the Norwegian challenge Describe the strategical decisions Allow for a short reflection CCRCC 2017

3 4.500 employees 97,7% regularity € 2,0 billion budget
Bane NOR by numbers 4.500 employees 97,7% regularity € 2,0 billion budget 12 freight terminals 336 stations 1.900 trains per day 91,5% punctuality 73,7 million passengers 4.209 km train lines 94% single track Bane NOR i tall Bane NOR er en sentral del av mange nordmenns hverdag. Hvert år reiser det mer enn 73 millioner passasjerer gjennom vårt jernbanenett. Dette er til sammenligning langt høyere enn for eksempel for flytrafikken (54 millioner gjennom Avinors flyplasser i 2015). Vi har ansvar for å drifte og vedlikeholde ca km med toglinjer som tilsvarer en distanse ca. 2,5 ganger fra Lindesnes til Nordkapp. Hver dag går det omtrent togruter på jernbanenettet i Norge. Årlig gjennomfører vi investeringer på ca. 11 milliarder kroner for å styrke jernbanetilbudet. De reisende gir oss en kundetilfredshet på 74 og oppnår en regularitet – altså det antall tog som blir kjørt som planlagt i rutetabellene – på 97,7%, samt en punktlighet på 91,5%. Vi eier 336 stasjoner og 12 godsterminaler rundt om i Norge. For å eie og utføre alt dette trenger vi dyktige og dedikerte medarbeidere, og samlet sett er vi medarbeidere CCRCC 2017

4 Urgent need for renewal as the main driver
80% of Norwegian systems are relay based Production and support halted Challenge to interface new equipment Lack of qualified resources Signal and telecom make up 40% of delays CCRCC 2017

5 Further need for technical barriers
No automatic train stop or speed supervision Automatic train stop (DATC) Automatic train stop and speed supervision (FATC) CCRCC 2017

6 Program valued € 2,7billion and consists of three parts
One supplier for each technical area Trackside Onboard TMS ERTMS level 2 baseline as in Denmark and Sweden CCRCC 2017

7 Trackside supplier limited to core competence
Signalling Systems – one supplier Preparatory civil works – local contracts Telecom services –based on existing network Removal and disposal of infrastructure no longer in use – local contracts CCRCC 2017

8 Hard choice to decide on number of suppliers for trackside
One supplier Simpler specification Less interfaces Simpler administration and version handling Better prices due to higher volume More power to supplier after contract has been signed Two suppliers Better in case of total failure of one supplier No real competition due to lack of standards Difficult to cross over solutions between two suppliers Higher development cost and complexity; increased probability of delay CCRCC 2017

9 We finally decided to go for one trackside supplier
Timing is critical Probability of delay is high Probability of total failure is lower and should be planned separately Introduce a standard – EULYNX as a direction One monopolist is bad, two even worse? CCRCC 2017

10 The onboard and TMS projects are critical components
Bane NOR enters into a contract for Generic Application Each RVO enters into a contract for their rolling stock (550) Bane NOR coordinates without responsibility for the vehicles The RVOs receive 50% of their costs funded by the state TMS First version to handle existing signalling systems Gradually implement each line as ERTMS is rolled out CCRCC 2017

11 Some reflections in the middle of the program
Valuable learning from our pilot line put into production 2015 Excellent information sharing with Denmark and Sweden Excellent support from the ERTMS Users Group High cost and complexity More work to be done on standardization Higher focus on trackside solutions (>80% of costs) The industry moves slowly - ATO and level 3? CCRCC 2017

12 Thank you for your attention!
CCRCC 2017