Francis How

Technical Director, Railway Industry Association

November 2014

The Rail Innovation Landscape

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Innovation

There is widespread recognition that innovation is a key

enabler for the industry to:

Reduce costs

Improve network capacity

Become a commercially attractive environment for companies

Attract the best talent

Export products and expertise worldwide

Innovation was a little

used word in the GB rail

industry six years ago.

Now it is at the heart of the

industry’s vision for the

future.

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Barriers to innovation

Work done by RIA with its members in 2009 identified five key barriers

to innovation, which were:

a) The risk averse nature of the industry

b) Lack of visible strategic direction for technology development

c) Difficulty of gaining access to the railway for the purposes of

carrying out trials and tests of innovative products and systems

d) Approach to ownership of intellectual property rights, dis-

incentivising suppliers from offering innovative solutions

e) Over-prescriptive specifications by customers, constraining

opportunities for innovation

This initial work led to further research to validate this initial view, and

more importantly, to identify some of the interventions that might

address these barriers. It was the start of a continuing journey to raise

the industry’s appetite and capability for innovation.

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2007-9 Rail Technical Strategy Leadership Group (TSLG) established

RIA work undertaken to identify main barriers to innovation in rail sector

Cross-industry Strategic Research Programme launched

2010 Focus on addressing barriers to innovation in the rail industry (ADL work)

Game changer technology themes launched (energy, traffic mgmt etc)

Transport KTN launched

2011 RRUK-A formed (university partnership)

Rationale developed for innovation funding in CP5 (2014-19)

First “Accelerating Innovation in Rail” Competition launched with TSB

2012 Rail Technical Strategy 2012 published

RIA-led “Unlocking Innovation“ Scheme launched

Enabling Innovation Team formed (now “FutureRailway”), with funding for

technology demonstrators

2013 Innovation funding built into CP5 settlement

Transport Systems Catapult formed

Supply chain capability mapping undertaken to identify areas for innovation

2014 Rail Supply Group formed, complementing RDG

Innovation being built into TOC franchise ITTs

Shft2Rail enabling and support group formed (accessing EU funding)

GB Rail Innovation: the journey so far

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Innovation: now there’s a lot going on

www.webdoc.org.uk/ihelp

OVERVIEW

GB Rail Sector

Innovation Programmes,

Initiatives and Resources

Funding

mechanisms

R&D

programmes

Cross-

sector

initiatives

Advice and

Support

Technology

Strategy Board

Innovation

Competitions

RSSB/RIA

Innovation

Awards

TSLG RD&I

Programme

Network Rail

Innovation and

Suggestions

Scheme

Transport

Knowledge

Transfer

Network (KTN)

Transport

Systems

Catapult

RIA

Unlocking

Innovation

Scheme

RIA Innovation

Conference

Technology

strategies

and plans

GB Rail

Technical

Strategy (RTS)

Network Rail

Technology &

Product

Strategies

Testing and

Trialling

Facilities

Rail Research

UK

Association

(RRUKA)

Processes

Guidance on

Innovation for

SMEs

GB Strategic

Business

Plans

2014-2019

Network Rail

Product

Acceptance

Leadership

Technology

Strategy

Leadership

Group (TSLG)

Enabling

Innovation

Team (EIT)

Integration of

RTS with

industry

processes

Network Rail

Technical

Strategy

Rail Industry

Supply Chain

Forum

Knowledge

Transfer

Partnerships

EIT funded

competitions,

awards,

vouchers

TOC franchise

innovation

funding

Supply Chain

Capability and

Route

Mapping

Use of

composite

materials

in railExporting

innovationRail Delivery

Group

(Technology &

Operations

sub-group)

Capability

and Skills

TfL Innovation

Portal

Guidance Tool

on Rail

InnovationRail Technical

Strategy -

Europe

Innovation

culture and

maturity

programme

RRUKA

Academic

Response to

RTS

Network Rail

R&D

Programme

Horizon 2020

Shift2Rail JTI

Test

facilities

Network Rail

Innovation &

Development

Centre

Accelerating

Innovation in

Rail

(KTN sub-group)

EIT Rail

Innovation

Support

Engine (RISE)

RIA

Value

Improvement

ProgrammeRegional

Growth Fund

Rail Industrial

Strategy

Guidance on

testing and

trialling

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RIA – playing its role in supporting effective innovation

Value Improvement Programme

A workshop-based programme for

clients and suppliers to collaborate,

designed to identify and remove

inefficiencies, and to improve working

relationships.

Currently being revised to incorporate

BS11000; pilots run with infrastructure

and rolling stock suppliers and clients.

Unlocking Innovation

Scheme (UIS)

Aims to improve the

capability of the supply

chain to innovate with

technology, processes

and business models.

Next event 3 December

Innovation Charter

A statement of commitment to

7 principles of “fair play” for

parties wish to undertake

collaborative innovation.

Developed jointly with the

KTN, and now made available

to other industry sectors as

well.

Technology and Innovation Conference

200 RIA members and invited guests

Major opportunity to showcase what is

happening and hear key industry speakers

25/26 March 2015.

Includes RIA/RSSB Innovation Award

(£300k)

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Maturity level Key features

Integrated / AdaptiveIntegrated and strategic approach across transport and other sectors

OptimisedRail sector fully coordinated and

focussed

ManagedLimited coordination within supply

chain and with key clients

CompetentCompanies individually competent,

but uncoordinated

Initial Inconsistent approach

Incre

asin

g in

no

vati

on

cap

ab

ilit

yInnovation maturity and capability:

Where are we (the whole industry) trying to get to?

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Innovation

Capability

Maturity

Level

Integrated

with other

sectors

Optimised

within Rail

Sector

Limited

coordination

Companies

individually

competent

Inconsistent

and basic

Time

Innovation support to SMEs wishing to enter the industry

Initiatives around testing to help reduce risk when introducing new technology.

Knowledge transfer, open innovation and sharing of needs, priorities and strategies

“Whole systems” studies and cross-industry technology demonstrators to enable integrated approach to 4Cs

Industry initiatives

“bottom-up”

Integrated national infrastructure strategies – transport, energy, nodes, communications

Extended commercial horizons enabled by franchise / control period management

Support for integrated and large-scale innovation / demonstrators

Government support

“top-down”

Raising the industry’s innovation capability

New collaborative business models between clients and with supply chain

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Cross-Industry

Rail Delivery Group

Rail Supply Group

Technology Strategy

Leadership Group

Future Railway Group

Operators

Network Rail

ATOC and train

operators

Transport for London

R&D enterprises, developers and manufacturers

RIA and suppliers

RRUKA and universities

Shift2Rail + Horizon

2020

Multi-industry bodies

Technology Strategy Board

Knowledge Transfer Networks

Transport Systems Catapult

UKTI

Government Bodies

Department for Transport

Office of Rail Regulation

Business, Innovation and Skills

Innovation: who is involved

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GB Rail – organising for innovation

Rail Delivery Group (RDG)

(Technology & Operations Steering Group

RailTechnical Strategy

Leadership Group (TSLG)

FutureRailway Group

System Interface

Committees

Network Rail

Oversees

Directs(via TSLG Core Group)

Partnerswith, and funds

via CP5 settlement

Rail Technical Strategy

Produced andoversees the

implementation of

Funded competitions to

enable technology demonstrators

Manages

Shift2Railand Horizon 2020

Funds

Oversees thework of

Initiatives to enable growth of innovation

maturity

Manages

RSSBIs part of

Rail Supply Group (RSG)

(Technologies and Innovation Workstream)

Workswith

Department for Transport (DfT)

Provides fundingfor innovation (viaCP5 settlement)

Funds (via RSSB)

PassengerTrain Operators

Facilitatesfunding forinnovation

(via franchises)

Innovate UK(formerly TSB)

Knowledge Transfer Network (KTN)

Transport Systems (and other) Catapults

INNOVATORS(suppliers, clients universities etc)

RIA Unlocking Innovation Scheme

(UIS)

Supports GBinvolvement in

Supports GBInvolvement in

Provides fundingand support for

Provides knowledgesharing support for

Provides technologydevelopment

capabilities for

Railway Industry Association (RIA)

Rail AllianceSupportssuppliers

RRUKA Supportsuniversities

Supportssuppliers

Department for Business, Innovation and

Skills (BIS)

Overseesand funds

Supports

Manages

Support

Oversees

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Four pressing issues for the industry

The COST of running the GB national railway is

too high

We are running out of CAPACITY to cope with

the persistent and predicted growth in usage

CUSTOMER expectations continue to rise and

we must meet them

We must reduce the industry’s CARBON

emissions significantly over the coming year

This is all about transformational change,

not incremental improvement

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GB Rail Technical Strategy

• Developed by the rail industry over 2 years

• Applies to the GB national rail network (not LUL)

• Takes a 25+ year view of the railway

• Launched in mid-December 2012

• Endorsed by the most senior industry body – the Rail Delivery Group

• Supported by variety of funding mechanisms

• To be integrated into industry planning processes

Now

emulated by

Europe

(RTS-E)

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4C VISION

(cost, capacity, customer, carbon)

Trains Information

Systems thinkingEnabling

innovationCapable people

Track Energy CustomersControl &

Comms

Rail Technical Strategy – content and structure

• Offers a technology-enabled better railway of the future

• Vision based around the “4Cs”

• Six technology-centric themes

• Three enabling themes

• Won’t happen without (radical) innovation

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Rail Technical Strategy: helping to shape the future

Rail

Technical

Strategy

INFORMS Innovation initiatives

and activities

Technical

Strategy

Leadership

Group

Rail Delivery

Group

Industry drivers

(4Cs, transport policies etc)

Technology opportunities

INFORMS

INFORMS

OVERSEES

PRODUCES

Innovation Funding

(via CP5 settlement, franchises, TSB etc)

FACILITATES

DELIVERY OF

INFORMS

INFORMS

Industry Planning

Processes

ENABLES

ENABLES

Investment and

Asset Management

Programmes

INFORMS Company-specific

strategies (eg NRTS)

ENABLES

Likely to be

several

£100m in

CP5

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FutureRailway Group (managed by TSLG):

Bridging the “valley of death”

We do reasonably well with TRL 1-3 activity. But we struggle with TRL 4-6

Managing risk (all kinds) through phase 2 is critical.

The FutureRailway group was set up to help manage this risk.

From basic principles to

proof of concept

From lab to demonstration in the operational

environment

In service and Commercialised

DemonstrateTRL 4-6

CommercialiseTRL 7-9

The “innovation gap”

ResearchTRL 1-3

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Recent, current and upcoming FutureRailway

innovation competitions

Radical Train

Customer Experience

Independently Powered electric train (IPEMU)

Avoiding bridge re-construction for electrification

Aesthetic OLE

Remote Condition Monitoring

Space for Rail

Gate-less ticket detection

Sustainable Rail Vehicle (tomorrow’s train design; powertrain;

predictable and optimised braking)

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And other innovation competitions include…

Innovations that have featured in the RIA/RSSB Annual Innovation

Competition

Park Signalling Virtual Lineside Signalling

Interfleet Driver’s Companion

URS Rail Trackbed Stiffness Tester

Brecknell-Willis Active Pantograph

Innovations that have featured in the TSB’s “Accelerating Innovation in

Rail” competition

LUL, UCL, Wabtec,

NCC, Atkins

Introducing aerospace materials to rail

Artemis, Ricardo,

Bombardier

Digital Displacement Rail Transmission with

Flywheel Energy Storage

Omnicom, Atkins,

NPL

Digital Imaging for Condition Asset Management

(DIFCAM)

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2 Le

ade

rship

& visio

n

1 Culture & Climate3 People & capability 4 Knowledge and networks

5 Stru

cture

& p

roce

ss

GOAL:A dynamic industry that innovates to evolve, grow and attract the best

entrepreneurial talent

UK Rail change forum

Innovation stories

Enabling culture of

innovation with Government

Cultural behaviours

Communicate innovation vision

for UK rail Strengthen change

& innovation leadership

Simplified fast track product

approval

Improved innovation process

managementInnovation business

case guidance

Innovation metrics

Greater access to industry

information

Develop transferable technology

concepts

Innovation skills development

Industry promotion strategy

Innovation competencies and

career paths

Promote innovation CPD

Skilled UK rail innovation network

Innovation exchange

programmes

Industry incubator or in-company accelerator for

innovation

Cross-modal innovation champions

Developing maturing innovation capability across the

sector

Best practice in supply chain innovation

Innovation charter

Develop Change

Capability

We are working to enable an innovation culture change as well…

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Suppliers as the “engine room” for innovation

80,000 jobs in the supply chain - similar in scale to Automotive

(130,000) and Aerospace (110,000)

Contribution of the rail supply industry to the UK economy is

some £7bn in terms of turnover

Manufacturing and equipment exports currently comprise just

10% of total rail sector revenues, (cf. 60% for Automotive and

70% for Aerospace). Significant potential for rail to grow.

Major new railway infrastructure projects such as HS2

need a strong, innovative and dynamic supply chain

Strengthening supply chain produces results, eg new

OEM Hitachi Rail Europe vehicle operation opening in Newton

Aycliffe to service UK and European markets

Multitude of SMEs with great ideas and innovations, both

inside established rail supply chain, and in other sectors

where technology and ideas can be transferred.

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Reasons to be cheerful

We have:

Widespread recognition across GB rail industry, including major client

organisations, that investing in innovation is critical:

To increase capacity, reduce costs, improve customer focus and tackle

carbon emissions (4Cs)

To support the major programmes of rail investment

To help the supply chain operate better on the world stage

A powerful technology-enabled vision of what the GB railway could

become (the RTS)

Senior level industry support from RDG and RSG

Strong backing by UK government (DfT and BIS) through innovation

funding, tax incentives (R&D credits; Patent Box), and with initiatives

such as the Rail Supply Group.

Significant co-funding of technology development activities,

which will continue for the foreseeable future.

Supply chain engagement - and not just from the “traditional” rail

suppliers.

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We must:

Improve the integration of technology innovation with industry

planning processes

Incentivise innovation through procurement and in projects

Get big companies to engage more effectively with SMEs

Invest to reap the whole life benefits of innovative solutions

Address the difficulties of making changes in a complex, tightly-

coupled “system”

Create a more “innovation friendly” culture

Encourage “fair play” in collaborative innovation (Innovation Charter)

Think beyond technical innovation (processes and business models)

Deliver results that convince customers and government that it is

worth the investment

But there are issues to address

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