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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