“Energy Optimisation · Powered EMU Hybrid hydrogen fuel‐cell Hydrostatic transmission...

“Energy Optimisation

in Rail”

Who we are

A business to business networking organisation

Works actively across sectors and all levels of supply chain.

Inclusive of Over 370 members (micro SMEs to MNCs,

universities and professional bodies).

Enables and facilitates collaboration.

“Bringing customers, suppliers, and

supply chain opportunities together

and supporting members with

mentoring, market intelligence and networking opportunities”

At the heart of the rail industry supply chain

• Nationally – England, Ireland, Scotland, Wales• Regionally – Northern Powerhouse, Midlands Engine for Growth & others• International – DIT Trade Challenge Partner, ERCI Project PERES

railalliance.co.uk

The Rail Alliance is the largest B2B membership organisation providing:

• Events & Networking• Route-to-market advice• Provision of test, trials & demonstration facilities

Making every link count

Rail Technical StrategyEnergy

Presented by Edwin BarkerNovember 2018

RTS: Energy November 20187

Overview

Rail Technical Strategy Energy in the Rail Sector Innovation areas Capability Delivery Plan


Rail Technical Strategy

Cost

Carbon

Capacity

Customer

Experience

8

2007

2012

2017


Rail Technical Strategy: Energy ChapterContext

9

Traction (Diesel) Traction (Electricity) Staff and offices

Services Track Rolling stock

Stations Depots Structures

Electrification Train control systems

Source: RSSB, T913, Whole life carbon footprint of the rail industry, 2010


Rail Technical Strategy: Energy ChapterVision - What would a really good future look like?

RTS Energy Vision

The railway has expanded in an energy-efficient way, reducing unit costs to attract passengers and freight from other modes. The vast majority of

journeys are on electrified routes. Low carbon and recycled materials are used where safety, reliability and practicality allow.

10Source: RDG Long Term Passenger Rolling Stock Strategy for the Rail Industry Sixth Edition, March 2018


Rail Technical Strategy: Energy ChapterStrategic Approaches

Further Electrification

Converting 750V DC to 25 kV AC

Train specifications to drive energy efficiency and weight reduction

Up-grade traction/ regen braking during refurbishment

Pantograph monitoring to improve reliability

Self power on lightly used parts of the network

Smart grids

More efficient HVAC systems

Improved junction layouts

Intelligent traffic management programmes

Energy generation and storage techniques

11









Smart grids





12

Source: Network RUS Electrification, October 2009









Smart grids





13

RTS (2012) – Energy Chapter

Life-extended DMUs with more energy-efficient engines or transmission systems

Lighter and more efficient new diesel trains

Hybrid DMUs with additional onboard energy storage to capture kinetic energy while braking

Bi-mode trains which use electrical infrastructure where available and run on diesel elsewhere

If the technology develops sufficiently to be cost-effective, larger scale energy storage on electric trains to provide them with the ability to run on non-electrified routes

In the longer term, conventional fossil-based diesel may be replaced by more sustainable alternatives such as biofuels or hydrogen


Rail Technical Strategy: Energy ChapterKey Enablers

3 Key Enablers

Make conventional electrification cheaper

Identify technologies from other sectors

Monitoring energy consumption

14


Key Enabler 1Making conventional electrification cheaper

Aesthetic OLE

Cost efficient designs

Reduced foundation costs

Fewer parts

Simple installation

Easier to maintain

Full-scale prototype

Patents applied

Avoidance of Bridge Reconstruction

15

Further details at https://www.sparkrail.org


Key Enabler 2Adopt Technologies from other sectors

Independently Powered EMU

Hybrid hydrogen fuel‐cell

Hydrostatic transmission

Diesel‐electric hybrid power‐pack

Dual‐fuel alternative Low cost flywheel Waste heat recovery for diesel vehicles

Very Light Rail Vehicle

16

Further details at https://www.sparkrail.org


Key Enabler 3Monitoring energy consumption

Traction Energy

Monitoring on all new Franchises

Reduction plans required

Actual reductions may be agreed

– e.g. 25-30% reductions in carbon emissions (CO2 emissions per vehicle km) over life time of franchise (typically 7-10 years).

Met through a combination of:

– New rolling stock/ retro fits

– Driver training/ Advisory Systems

Non-Traction Energy

Monitoring on all new Franchises

Reduction plans required

Actual reductions may be agreed

– e.g. 2-5% per annum reductions carbon emissions over life time of franchise (typically 7-10 years).

Met through a combination of:

– Photovoltaics

– New Station Heating Units

– LED Lighting

– Building Management Systems

17


Capability Development Plan

18

12 Key Capabilities

Online resource

Milestones identified

Capability Development Plan

•Alternatives to diesels

•Battery/Dual power systems

•Sustainable energy solutions

•Optimising energy

•Smart grid technologies

•Transferring energy

Optimum Energy Use

Assessment of the annual economic benefits the key capability can deliver , in terms of 4C's once the key capability is fully developed and deployed within relevant market segments.

Annual Benefits

Thank you

www.birmingham.ac.uk/railway

Hydrogen A Future for Britain’s

Railways?Stuart Hillmansen

Charles Calvert


Who are we?

Stuart HillmansenSenior Lecturer

BCRRE

Charles CalvertPhD Student

BCRRE


Fuel cell trains

• Overview of Hydrail at UoB• Introduction to the principles of Fuel Cell power units

• Why hydrogen?– Zero emissions at point of use– Better range than batteries– Easy of refuelling– Sources of hydrogen– Effectively an electric train– FC products now reaching maturity and lower costs


Our contribution to research in Hydrail:15 leading research publications (since 2003)


Practical Work – Institution of Mechanical Engineers: Railway Challenge


PEM Fuel Cell


Industry funded activity

• UK industry - RSSB – Powertrain challenge (finished 2016)

https://www.birmingham.ac.uk/Documents/college-eps/railway/1-Class-156-Fuel-Cell-Electric-Multiple-Unit-Feasibility-Study-Issue-1.pdf


Hydrogen Storage Technologies

• Types:-

• Liquid Storage

• Cryo Storage

• Metal Hydrides

• Compressed Gas• 700 Bar

• 350 Bar


Hydrogen Supplies

• Natural Gas

• Steam Reforming

• Fracking

• Electrolysis

• From The Grid

• From Renewable Sources

• Algae + Biomass


• https://hydrail.appstate.edu/sites/hydrail.appstate.edu/files/12_raphelis.pdf


Conclusion

• Route to decarbonisation is complex.

• Electrified railways are dependent on the on-going effort to decarbonise grid electricity.

• Hydrogen Bi-mode and energy storage are a good option of achieving the benefits of electrification away from the wires.

• Hydrogen is being seriously considered – watch this space!


However

• Where does the hydrogen come from – better to use electricity directly?

• Aren’t batteries getting better –well yes but unlikely to compete in the long term.

• High pressure.

• Explosive.

• Flammable.


Charles Calvert

The end of the beginning


Where it began


The Hydrogen Pioneer

Photocopier Chest Freezer


Hydrogen Hero

Who benefits though?Much better…


Demonstrating Fuel Cell Power

Chris Grayling MP - Rail Live iMechE Railway Competition Andy McDonald MP

Modern Railways RVE Siemens Kings Heath Depot Made in Birmingham at BCRRE


Things escalated quickly


The HydroFlex Program


So is hydrogen the future?

Maybe…

• But look at the progress we’ve made:

– We’ve gone from this

– To showing him that

– To starting this

– All within a year

• Follow us on social media to find out more:.

@UKKRIN@BCRRE

@shillmansen@charlesxcalvert

neil bates + david king

The Vivarail Class 230 D-Train

www.vivarail.co.uk

advanced engineering • optimum energy use

Vivarail

About the Vivarail Class 230 case study

Vivarail is a great example of a train builder who understands the value

of design and innovation

We have harnessed more efficient railway sector technologies and

matched them with a high success rate for new product development and

innovation

The ambition was to create a safe and reliable, cost-effective, autonomous multiple

unit

The Class 230 is innovative, clean, green and reliable

Vivarail (a few facts and figures)

• Founded in 2014

• We purchased 226 vehicles in February 2016

• We have sufficient stock for 70 x3 car trains

• First test train November 2016

• Original build team: 25, the current team:130

• We are manufacturing the first build (WMTL)

the second is under development for KeolisAmey

• A new factory has opened in the Tees Valley to develop

a fuel cell power pack variant - more about this later

Vivarail methodology

• The senior team at Vivarail has a great deal

of different experience, design, engineering, operations

and maintenance

• As designers we’re not bad engineers and equally

our engineers are not bad designers either

• When a fresh idea or new way of approaching a challenge

is identified one will lead the concept whilst others oppose

the idea, this ‘fight for life’ process significantly reduces risk

• We practise two-sided innovation: we identify customer

requirement, but also identify values which make

it great for our business. How does it fit our strategy?

How can we get this made? How will we make money?

Design is the biggest amount of moneythe board knows least about

Improving the success rate of innovation.

Vivarail is good at Innovation and its success rate is extremely high, compared

to the innovation landscape in the UK as a whole

Our senior team have a wide range of design, engineering, operational and

train-building experience, which is used to reduce risk and improve the

chances of success

It gives the business a unique insight and has created a culture where people

are not afraid to suggest new ways of addressing problems

D Trains run on electricity and the Class 230 vehicles don’t mind where it comes from

There is no silver bullet for innovation

In a marketplace where a huge amount of Innovation funding is unsuccessful-

it’s a difficult area where the attrition rate is naturally very high – Vivarail has

established a means of working which bucks this trend.

“As a small British company we have to spend our funding wisely but that does

not mean cutting corners. Where we believe in something then we will invest

our time and money in it, and because we are small and flexible we are able to

act swiftly” Adrian Shooter Vivarail

CEO.

Design and innovation are more or less the same activity

Class 230 (three car configuration)

• Vehicle dimensions: 54.86m long

(DM 18.37m. TC 18.12m)

• 2.85m wide, 3.62m high (ARL)

• Maximum speed 96kph

• Acceleration: 1m per sec² , up to 64kph

• Braking rate: full service 9%g (0.9m per sec²)

emergency 12%g (1.18m per sec²)

• Capacity 426: 125 seats, 310 standees

Summary

Vivarails success is wholly due to the people in the team and the experience

they have of developing, manufacturing and operating Rolling Stock

It gives the business a unique insight and has created a culture where people

are not afraid to suggest new ways of addressing problems

As a privately funded business, the potential risk of failure is an important

part of our commercial approach and decision-making: it makes us better,

means we have learned to take careful, calculated risks and fully recognise

the value of smart, good people who wish to be part of our journey

If you believe you may be such a person, we’d like to hear from you

The first WMTL Class 230 arriving 18 September

thank you

neil bates + david king

The Vivarail Class 230 D-Train

www.vivarail.co.uk

Vivarail

The UK Rail Market

1st Nov 2018

Advanced

Engineering,

NEC

Mark Goldby, AEM Specialist

Department for International Trade

Document Classification: OFFICIALDocument Classification: OFFICIAL

Unrivalled Infrastructure

Investment

Rolling Stock Components:

Passenger and FreightDigital Railway

A Clear Pipeline of Opportunity in Both Size and Scale…

Document Classification: OFFICIAL

Source: Long Term Passenger Rolling Stock Strategy for the Rail Industry Fifth Edition, March 2017. Aggregated Results of Fleet size changes for the National Passenger Fleets to 2046 (Low, Medium and High Scenarios)

Analysis using TOC-specific and route-specific peak period growth forecasts and illustrative electrification scenarios as described in this RSS.

Unrivalled Infrastructure

Investment

A significant pipeline of projects offering substantial opportunities

for investors…

High Speed 2

Crossrail

Crossrail 2

Transport for the North

Transport for London

InterCity Express Programme

Regional Light Rail Systems

High Speed 2

is Europe’s

largest

infrastructure

project

costing £50

billion –

creating

thousands of

opportunities

within the

supply chain

The National Infrastructure and

Construction Pipeline outlines over

£135 billion of all forms of transport

investment in the pipeline, including

13 priority rail projects


Source: Long Term Passenger Rolling Stock Strategy for the Rail Industry Fifth Edition, March 2017. Aggregated Results of Fleet size changes for the National Passenger Fleets to 2046 (Low, Medium and High Scenarios)

Analysis using TOC-specific and route-specific peak period growth forecasts and illustrative electrification scenarios as described in this RSS.

Rolling Stock Components:

Passenger and Freight

Between 11,000 and

18,000 new electric

vehicles and up to 3,000

new non-electric vehicles

will be required to 2034.

More than 6,000 vehicles

committed for delivery by

March 2019

Proportion of

vehicles using

electric traction is

forecast to rise over

80% by 2034

250 new trains

for the London

Underground

Shifting towards

embedded

inclusive

design

UK is home to four

rolling stock OEMs,

rising to five

New infrastructure and increased passenger demand needs

more trains...


Digital Railway ETCS and TM Systems

Condition Monitoring

Train to internet connectivity

Automatic Train Operation

Multimodal integration

The Digital

Railway

Programme

aims to unlock

up to 40%

more capacity

from the

existing urban

network by the

delivery and

implementation

of key

technologies

Network Rail’s Digital Railway

Strategy outlines how the UK can

adopt digital technologies to

increase capacity, reduce delays,

enhance safety and drive down

costs

Making the most of the existing network releases additional

capacity...

71

Where & What is the Midlands Engine?

The Midlands Engine is an economic collaboration between Local &

National Government, Local Enterprise Partnerships (LEPs),

businesses & Universities tasked with

growing the Midlands

economy.


The Midlands rail cluster


Midlands is Knowledge Intensive

The Midlands R&D eco-system includes leading research

universities, rail OEMs, rail engineering consultancies, advanced

manufacturing catapult centres, rail specialist skills colleges and rail

testing facilities.


Accessing finance

Market Analysis

Location Analysis

Signposting

R&D support

Tax support

DIT can support your business in a number of ways…

Mark Goldby

077824 457798

[email protected]

Stand L115

Thank you

“Energy Optimisation · Powered EMU Hybrid hydrogen fuel‐cell Hydrostatic transmission...

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