Confirmed sessions include Greg Bentley, CEO of Bentley Systems in conversation with top-tier infrastructure executives on how they are meeting resilience challenges through digital advancement.
Keith Bentley, founder and chief technology officer, will discuss examples of deployed digital twins with those who have successfully adopted the technology.
Six sector-specific sessions will be held on October 20, with one specifically focused on the implications of digital twins for the rail and transit sector. These will involve interactive panel discussions with industry and business leaders.
Finally, the latest advances in Bentley Systems applications and cloud services will be on display with interactive demonstrations of the technology in the field.
The Year in Infrastructure conference is hosted by Bentley Systems, a software provider of design, construction, and operations solutions for infrastructure.
Adelaide Metro will discontinue its metroMATE app and provide customer information through third-party apps.
The South Australian government is encouraging passengers to use three privately-developed apps instead, and the existing metroMATE app will be discontinued after early July.
Minister for Transport Stephan Knoll said that the new apps will give customers better information.
“By providing better, faster and more accurate information we are empowering public transport customers to make better decisions about their journeys, providing a better service.”
The new apps include real time data, alerts, and countdowns, as well as the ability to save trips and suggest new routes combining transport modes. All three are available on the Apple App Store, however only Moovit and Transit are available for Android mobile operating systems.
As part of the digital restructure, Adelaide Metro’s website will also be redesigned.
“The Adelaide Metro website is one of South Australia’s highest trafficked websites, averaging over 3 million users and 50 million-page views annually,” said Knoll.
“The new-look website will deliver a simplified home page which will require fewer clicks to find the information customers use the most.
“It will also be visually easier to navigate and will provide greater accessibility for people who have a disability, as well as the wider public.”
Knoll said the decision to move to third-party apps was due to the low ratings of metroMATE and its limited features.
The new apps are one part of the roadmap released by Adelaide Metro and the South Australian government to get commuters back on public transport after the coronavirus (COVID-19). Services were also increased on the Gawler line along with other measures.
While digitalisation can realise great advances, overcoming application factors in digital train control involved takes smart engineering.
Although comprising a number of different, discrete technologies, digital train control systems represent one of the most significant changes in 100 years of rail signalling.
Older systems across Australia and New Zealand are undergoing a fundamental and wholescale shift as railway operators strive to maximise performance and capacity.
This presents a tremendous opportunity to improve rail capability and competitiveness across existing networks, extensions and new lines in both metro and mainline applications.
Replacing line-side multi-aspect colour light signalling with Digital Train Control (DTC) systems promises to bring improvements in line capacity, connections, reduce journey times and improve safety and performance, among an array of other benefits.
In Australia, there have been disparate drivers for the adoption of DTC, however increasingly these technologies enable significant innovation, both in freight operations, with Rio Tinto’s fully automated railway, and in passenger services with the fully automated Sydney Metro Northwest.
David Milburn, GHD global leader – Digital Train Control explains how transport organisations can maximise value from digital investments regardless of the specific rail technology and the context of its application. Milburn has decades of experience in leading Train Control and Systems Engineering (SE) teams for major programs, and has been successfully applying SE techniques to railway projects since 1996. Milburn has worked on a range of signalling systems and related standards, specialising in transmission-based signalling such as ETCS and CBTC.
“We help clients to become informed purchasers. Each technology has distinctive characteristics appropriate to different train control scenarios and our knowledge in both DTC and legacy signalling systems enables us to identity and manage risk in a safety critical environment.”
As an umbrella term, DTC includes systems such as Automatic Train Operation (ATO), Automatic Train Protection (ATP), European Train Control System (ETCS), and Communications Based Train Control (CBTC), among other variants. Each network will ultimately find a solution that fits best with their operation and funding highlighted Milburn.
“We provide agnostic solutions and advice to help clients find what best fits their particular needs and help them to navigate different products and different suppliers to get the most appropriate solutions.
“This involves selecting the right concept for their particular railway, and then providing technical leadership and project engineering to bring that into the physical infrastructure,” said Milburn.
STARTING FROM SAFE While railways have had more than 100 years of history to determine the best practice for traditional lineside signalling, the relatively new status of DTC requires a risk-based approach to safety that works to identify and minimise any potential unplanned events.
“Most operators have spent decades working in a particular manner. The rules have been developed over a long period of time, often as a reaction to incidents and accidents and to accommodate a particular technology. One of the key challenges when you’re introducing new technology is to identify and manage all the potential risks before day one of operation,” said Milburn.
GHD works with operators and suppliers to develop specifications and standards that can be applied in the implementation of DTC systems in Australia.
“We can work with clients to support them in developing their concept of operations, how their system is going to work, provide analysis to make sure that they have got the right concept, and develop engineering rules, and operational rules to efficiently and safely manage the system and to meet the operational concept.”
While there will often be local variations in developing standards for train control systems, GHD can draw on its global network, in collaboration with partners, to define and implement DTC systems to meet the needs of a particular application.
Already, 42 cities run 64 fully automated metro lines, with the first mainline- passenger with ATO over ETCS service on the Thameslink project in London, in March 2018. In total, there are over 100,000 kilometres of ETCS equipped infrastructure around the world.
Taking lessons from these projects, GHD is advancing its approach to efficiently support the delivery of DTC systems projects in Australia.
To ensure that depth of knowledge can be applied to each project, GHD has worked to build up a talent pool of those who have hands-on knowledge of application and integration issues in other contexts where DTC has already been applied.
“Even when the technology is successfully deployed, in some cases it can’t actually be fully implemented because the railway administration hasn’t completed the necessary organisational and business change, or the training and competence of people,” said Milburn.
GLOBAL EXPERIENCE – LOCAL EXPERTISE Understanding both the human and technological side of DTC systems has led to recognition that having the right expertise is key to driving successful and transformational DTC systems. This is what GHD is providing in Australia, whether playing the role of an independent certifier, as GHD did in the Sydney Metro Northwest project, project management, business case development, or systems integration.
“The first part of that is creating a pool of resource and pool of expertise,” said Milburn. “A lot of clients are encountering this technology for the first time. They are working on projects without the comfort of having first hand previous experience but we are building a team of people who have successfully deployed these very specialist technologies.”
While train operators may have a wealth of expertise in traditional signalling technologies, DTC systems require a new set of competencies, both during installation and operational phases.
There is an acute skills shortage in Australia when it comes to DTC. GHD has been working to develop a local knowledge base and provide the necessary upskilling and support to signalling engineers in Australia. Where appropriate, GHD has recruited engineers with a proven track record on successfully completed overseas projects.
“We’re working hard to establish a training facility for digital train technologies, both for generic approaches and principles as well as more detailed competencies, and courses for maintenance and design.
“At the moment, there’s a huge gap between the number of projects and the resources required in Australia,” said Milburn.
AVOIDING THE MISTAKES OF THE PAST With a number of DTC systems already in operation, each with their subtle different operational methodologies, and a number of projects in their early stages, the value of standardisation cannot be understated. This is vital to ensure that Australia does not repeat the mistakes made in the last century by having approaches unique to each state or operator. Already, Milburn is seeing Australia head in this direction.
“We’ve seen a number of instances in Australia, where organisations have taken off-the-shelf ETCS technology, and then worked with the supplier to add additional functionality important to their respective needs,” said Milburn.
“For example, the introduction of ATO over ETCS, with the introduction of satellite positioning. These are all functions outside of the European standards at the moment but it would be hugely beneficial for the industry to work together to avoid significant and costly problems in the future”.
The establishment of ETCS was aimed at overcoming these issues in Europe, where, for example, trains on the Paris – Brussels – Cologne line traversed seven different train control systems, from more than 20 train control systems in the EU.
“Australia now has the opportunity to standardise so that you have common competencies across state and organisational boundaries.”
As one of the leading providers of digital technology in the digital rail sector, Mark Coxon of Alstom explains what changes rail can expect to see in its digital future.
Since the beginning of the modern era, rail has been closely connected to each major industrial innovation. Initially, in the first industrial revolution, the use of steam to textile mills was almost as iconic as the steam-powered train engine, which became the symbol of increased productivity and modernisation during the 19th century.
In the next era, the adoption of hydrocarbons as a source for fuel also enabled the diesel train, able to haul large loads for transcontinental journeys. Simultaneously, widespread electrification and the urbanisation of worldwide populations saw the adoption of electric, underground metro services that have kept crowded cities moving. Now, as the information revolution looks to set to be the next defining wave of innovation, train technology is leading the way in innovation.
Alstom is one of the early adopters of the digital wave in rail, and indeed has become one of the drivers. The significance of this shift is not lost on Mark Coxon, managing director of Alstom Australian and New Zealand.
“Digital Railways doesn’t have quite the romantic ring of the great train services of the past – the Orient Express, the Canadian Pacific or the Trans-Siberian. But digital is the next big wave in the railway sector, and train users can look forward to higher service standards, more timely information and even better ticket pricing,” he said.
The two primary technologies that have come to define digital rail are digital train control and digital signalling. Although there is an array of other technologies, according to Coxon, these tools will have a fundamental impact on the evolution of rail during the current industrial revolution.
“Digital signalling and digital technologies in general will have a huge influence on the evolution of rail services. They are just the latest developments in an industry that has a great track record (pun intended) of technological innovation. From steam to diesel to electric power, the railroad’s evolving technologies have unleashed economic potential and social mobility wherever the rails were laid.”
Indeed, the new technologies exist in order to improve the usefulness of rail networks, rather than being a cosmetic add on.
“Today we are entering an age where digitalisation allows operators to have real- time information on train movements and analyse overall performance – ultimately reducing costs by streamlining processes and improving efficiency and reliability,” Coxon said.
UNLOCKING THE URBAN
For many cities, including Australia’s urban centres, the efficiencies promised by digital rail could not come soon enough. Traditional signalling systems have reached the end of their useful life, while patronage continues to increase. Additionally, building new rail lines through cities is often not an option, and tunnelling underneath poses significant cost challenges. This has put pressure on existing technology, said Coxon.
“Railways have been part of the urban landscape for so long that networks in many countries have become extremely dense, especially on commuter lines in major cities, making it difficult and costly to implement major upgrading projects. Instead, the kind of improvements in efficiency that digital technology excels at can have massive operational impacts.”
Digital rail can also extend to find connections with other forms of transport, across heavy rail, metro, light rail and also bus and micro-mobility networks. Finding these efficiencies in the digital ecosystem can deliver major benefits to transport and city planners.
“Digital technologies hold out the promise of true transport integration, linking main-line rail services with other urban transportation modes, enhancing efficiency and passenger convenience,” said Coxon. “The introduction of Information and Communications Technologies (ICT), Intelligent Transport Systems and open- data/open-source transport applications are transforming urban transportation, optimising the efficiency of existing and new urban transport systems, at a cost much lower than building new infrastructure from the ground up.”
Within the railways themselves, the enhanced data and feedback gathered by digital sensors form a connected railway that can reduce costs and improve service delivery.
“New transport data collection technologies are also being deployed to provide information about delays, downtime, and predictive maintenance which could lead to huge improvements in service standards, safety, and unlocking the potential of railways. Passengers will also be able to make real-time decisions about their journeys based on the features that matter most to them such as reliability, safety, travel time, and cost,” said Coxon.
In addition, as governments and individuals increasingly identify a project’s sustainability as a key factor, adopting the digitalisation
of railways can enable railway operators to reduce energy usage, improving air quality, while also delivering a seamless experience for the commuter.
“Enhanced safety, predictive maintenance, and automated driverless operation are all part of rail’s future,” said Coxon.
PUTTING THE PASSENGER FIRST Perhaps an even more fundamental shift will be occurring in the way that passengers interact with transport. Currently divided into discrete journeys often limited by transport mode, a connected digital railway can enable the rise of Mobility as a Service (MaaS). Via data-enabled apps, commuters can move through transit modes made as one seamless trip, with real- time information to smoothen the transition.
“From the passenger’s perspective, access through online apps to real-time information on travel times, potential service interruptions, ticket prices, seating arrangements and even on the least crowded places to wait on a station platform, will enhance convenience and reduce the stress of travel,” said Coxon.
Reducing disruptions also enables transit time to fit into the other rhythms of daily life, with enhanced services available onboard.
“Railways today offer a connected service all along the passenger journey with on-board Wi-Fi for internet and entertainment options. Passengers are able to experience these services using their own mobile devices –laptops, tablets and smartphones,” said Coxon. “This approach to train connectivity can unquestionably deliver a significantly improved passenger experience.”
These developments occur as part of a strategy of putting the individual first, rather than forcing the individual to comply with the requirements of the service.
SEIZING THE DIGITAL FUTURE However, just as digital rail offers solutions, there are challenges too, as Coxon acknowledges.
“The path to digitalisation will not, of course, be entirely smooth.”
The benefits of digital rail require collaboration and coordination between companies, agencies, and organisations that have up until now existed in their own silos, with limited interaction. In addition, the skills and knowledge that is required to build and run a digital rail system is quite different to those needed in an analogue rail environment, although Coxon notes that these changes could have their own benefits.
“Despite the challenges, the railway sector’s move to digitalisation is clearly unstoppable. Digital technology in the railway sector will see a shift from the traditional emphasis on heavy engineering, to software and data handling skills. In the future, once the hardware is installed, upgrading a signalling system will no longer require hundreds of workers out on the tracks; it might be more like upgrading the software on your phone.”
Getting to this digitally enabled future may require some difficult transitioning, however through collaborating across industry lines, returns can be found.
“Rail operators should take this digitalisation opportunity to integrate different mobility options into their existing offering and consequently focus on value creation through innovation,” said Coxon.
“Without a doubt, it is the quiet efficiency of digital technology that will take rail systems and their passengers into a new age of rail travel that is safer, more convenient and comfortable, more economical, and more climate-friendly.”
Zelda Tupicoff, COO, Prime Creative Media, outlines the two key drivers marketers should focus on in aligning their digital strategy in the face of the coronavirus (COVID-19) crisis.
It’s not uncommon for B2B companies to rely heavily on in-person meetings and trade events in their sales process. Not many people buying industrial equipment, commercial vehicles, or medical devices will do a quick Google search and click ‘add to cart’ when spending tens of thousands of dollars on these high-value items.
The journey starts months, and even years, before the purchase. Your future clients have read about you in trade media, built up brand recognition overtime, informed themselves about what’s in the market. None of this has changed in the COVID-19 crisis, so it’s important not to abandon the long-term marketing strategy that takes into account the full buyer journey.
What has changed is the direct lead generation done in person at meetings and trade events. Sales teams find themselves at a loss without being able to get out there and find leads. It’s this part of the sales process where you should now be directing your digital marketing efforts. Forget about traditional trackers like click rates, overall traffic, and impressions. These do little to help your sales team right now. Instead, direct your efforts into generating quality leads.
In working with hundreds of B2B companies, our clients have found the most success in generating leads when they focus on these two drivers.
Driver number one – quality traffic
Many companies marketing high value products and services make the mistake of investing too heavily in Google Ads and search engine optimisation (SEO), assuming that the more traffic there is to a website, the more sales they will make. The challenge is, there is no guarantee that the traffic will be of quality and will lead to sales. Even the most carefully thought out search words don’t assess whether a person is a real decision maker, if they are in a relevant industry, and if they are ready to purchase. It’s also an expensive exercise, with the most popular search terms attracting the highest price, and that price only ever goes up as those terms get more traffic.
You can achieve better results by purchasing some traffic in partnership with a reputable industry resource of engaged readers. This can look like: promoting your websites and whitepapers as digital display ads, direct solus EDM mailouts, sponsored content, and links on articles which can provide ongoing SEO. You should pick a publication that has the same readership as your ideal client. The quality of leads for your sales team is more important than the volume when you want to convert those leads to sales.
You can achieve even better results by combining a qualified audience with an investment in quality content that drives organic traffic. By providing decision makers with high quality, targeted resources, you have a much better chance of attracting the right people to your site. If you’re selling conveyor belts, work with a quality content marketing writer offering tips on how to choose the right conveyor belt. The only people that will read the content are those who are looking to purchase. Even if the article only attracts a fraction of the traffic that it would from purchasing the words “conveyor belt” on Google, it’ll lead to many more qualified leads. Importantly, at a time when we’re all looking closely at cutting costs, it’s a one-off investment that will keep delivering.
Driver number two: quality data collection/lead generation
Once you get people to your site, it’s imperative that you collect the data of who is visiting. Don’t rely on contact us forms, or simply having your phone number and email displayed everywhere, unless your strategy is for your sales team to wait for incoming calls and emails. If your sales team is to make outgoing calls and emails, you need to give them a list of qualified leads.
To do this, you need to use a customer relationship management (CRM) tool that can integrate with an online form to capture the data of people visiting your website, including their emails and phone numbers. Because people are reluctant to give them up, you need to give them a reason, with a piece of gated content. It could be a special offer, an informational video, a guide to purchasing, or a technical whitepaper. Ensure that what you offer is of value by working with a specialist trade journalist or content marketing expert. You’ll immediately lose trust if you don’t come through with a quality piece. Also, by offering quality content, when your sales team goes to make outgoing calls, the prospective lead will already have had a good experience with your company.
Download this complimentary guide on the traffic and lead generating tools Prime Creative Media have to offer.
It may be a rule of thumb that the larger a rail project is, the more its costs are expected to increase. In Sydney, the construction of the Sydney Metro CBD and Southwest is expected to increase by $3 billion, a 25 per cent increase on the initial costing of $11.5 to 12.5bn. Indeed, the Grattan Institute estimates that every 10 per cent increase in a project’s size is associated with a 6 per cent higher chance of an overrun, and that any overrun that occurs will be 3 per cent larger.
So when you are building the most expensive rail project in the world, the cost overruns could be gigantic. Already, the HS2 project in the UK is estimated to cost as much as £106bn ($208bn), however, the project delivery authority has been told to find at least £500 million in digital efficiencies.
To do so, HS2 Ltd have looked to apply digital best practice in data and modelling requirements, with the requirement to meet PAS 1192 Building Information Modelling (BIM) standards. This standard mandates a fully collaborative 3D BIM, including electronic project and asset information, documentation and data.
Implementing these requirements joint venture Skanska Costain STRABAG (SCS), which has been awarded the civil works contract for the 250km southern section between London and Birmingham. The section, and the project as a whole, will carry the fastest trains in Europe and over 30,000 passengers a day. During early contractor involvement, SCS had to formulate and achieve approval of a conceptual design scheme of 26km of railway within 14 months. To meet the client’s BIM demands, SCS needed to accommodate existing British railway systems and 6,000 utility assets, not to mention the 20km of tunnels, bridges, and five kilometres of earthworks.
Using BIM software from Bentley systems, SCS created a library of components within ProjectWise and OpenBuildings Designer to enable a distributed workforce of six companies including 550 staff across four countries.
“We have 59 nationalities, so quite diverse cultures on the team, and we like to think BIM is the common language we all speak,” said Peter Ruff, head of BIM for SCS.
The SCS team used Assetwise to connect asset information to the design model, so that operations and maintenance could be involved early. This led to an integrated BIM system which allows for real-time access to trusted information.
“We wanted to make sure that everyone, designers and contractors, can use this information,” said Ruff.
The use of Bentley systems in this early stage enabled early clash detection within the project and when interacting with the numerous outside stakeholders. This has already saved an estimated £1 million. Design review time was also reduced by having models and data in a single digital location, which saved £500,000 and the time cost of searching for information spread across multiple systems.
Using a connected digital environment also improved costing processes, an area of focus for SCS, said Ruff.
“One of our key areas that we wanted to improve was our 5D approach, where we use the BIM models to estimate and price from.”
A structured digital data environment ensured consistency and transparency for all stakeholders, enabling further accuracy. This led to a £300,000 saving in a 50 per cent reduction in design changes and 75 per cent less resources used than planned.
Moving forward from the early contractor involvement stage, the SCS team are looking to their BIM strategy underlying the information model which can be used throughout the project lifecycle.
“Using Bentley solutions has allowed us at SCS to realize our mission statement of creating a project that will be seen as the ‘Digital Blueprint of Future Infrastructure Projects’” said Ruff. “They have allowed us to create, manage, and leverage intelligent BIM models and the data housed within them on a complex project and see a significant increase in productivity, efficiencies, and collaboration between a large team and a multistage contract.”
As rail organisations around Australia move towards their digital future, ways of working and approaches to implementation will vary, as has been the case of Australia’s distinct rail network since its foundation.
During the second day of the Train Control and Management Systems summit, these divergent paths towards digitalisation were laid out.
Showcasing what this means in New South Wales was Andrew Constantinou, deputy executive director of Digital Systems Business Integration at Sydney Trains.
Constantinou outlined how the newly opened Rail Operations Centre (ROC) near Green Square in Alexandria, Sydney is one element of digitalisation in rail. The ROC is designed to organise the complex Sydney Trains network which condenses 15 train lines running 120 trains per hour into six CBD tracks.
The purpose built control centre being outside of the traditional location of alongside the rail corridor introduced a new concept of operations, which, according to Constantinou, “Starts with bringing all your people together”.
Beginning from a human factor driven design principles, the team utilises a systems engineering approach to organising the new centre. Constantiou acknowledged the human element of shifting operations control.
“One of the biggest challenges was simply bringing everyone on board for the concept of operations,” he said.
This challenge was in part resolved through technology, and in part through understanding how people would respond to their new environment.
The concept design was driven by simulated scenarios which could demonstrate how a new operational layout would affect performance. Current operations staff used a VR walkthrough to determine what their future workspace would look like. This approach would overcome the issue of distinct rail operations control centres effectively competing with one another.
At the other end of the scale, Gary Evans, operational readiness manager of ARTC’s Advanced Train Management System (ATMS) showcased how the new system would allow Australia’s vast freight network to increase frequency, throughput, reliability, service reliability, while reducing operational and maintenance costs.
The new system, which is currently being trialled, enables virtual block authority management. However, rather than being an end in itself, the system can allow ARTC’s customers to find efficiencies.
“ARTC wants to be an enabler for its customers,” said Evans.