Final Report

of the

UIC “Maintenance/Renewal Optimisation (MRO)” Working Group

1 Mandate and goal of the MRO Working Group........................................................................... 3
1.1 Mandate of the MRO Working Group 4
1.2 Goal of the MRO Working Group 5

2 Overview of State of the Art ....................................................................................................... 6

2.1 Analysis of current inspection regimes 9
2.2 Maintenance and renewal strategies adopted by the individual infra-structure managers
and their prospects 12
2.2.1 ADIF 13
2.2.2 DB NETZ AG 16
2.2.3 INFRABEL 21
2.2.4 Network Rail 23
2.2.5 ÖBB 26
2.2.6 ProRail 32
2.2.7 SBB 41
2.2.8 SNCF 45

3 Developing Strategy of the MRO Working Group ..................................................................... 47

3.1 Current strategy 48
3.1.1 Inspection 48
3.1.2 Corrective repairs 49
3.1.3 Renewal 50
3.2 Devising a uniform maintenance & renewal strategy for the permanent way 51
3.2.1 Representative track category 51
3.2.2 Influencing parameters 53
3.2.3 Quality aspirations 55
3.3 Process for optimising maintenance and renewal regime 58
3.4 Maintenance strategy discussion 62
3.4.1 Need for a maintenance strategy 62
3.4.2 Overall network figures 62
3.4.3 Further course of action 63
3.4.4 Defining the quality of the permanent way 64
3.5 Other findings 65
3.5.1 Measurement trains 65
3.5.2 Funding measures 65

4 Conclusion/MRO Working Group recommendations ................................................................ 70

4.1 Uniform UIC recommendation 71
4.2 Further action needed 72
4.3 Continuing the project 73

5 Summary ................................................................................................................................. 74

Annexes...................................................................................................................................... 75

References ................................................................................................................................. 77

2
1 Mandate and goal of the MRO Working Group
The “Maintenance/Renewal Optimisation (MRO)“ Workshop was held on 12 October 2005 in
Frankfurt am Main as part of the UIC Forum and featured talks on maintenance & renewal
strategy for the permanent way delivered by representatives from railway infrastructure
companies (“infrastructure managers”), the supply industry and universities.

Work focused on the permanent way as had been agreed.

The German name for the Working Group indicates as much (Optimierung
Instandhaltung/Erneuerung Oberbau [= ‘permanent way’]).

3
1.1 Mandate of the MRO Working Group
The mandate of the MRO Working Group was laid down in a resolution adopted by the UIC
Forum on 13 October 2005 in Frankfurt am Main and defined more tightly than in previous remits.
The small group of specialists entitled “MRO Working Group” was formed to evaluate/act on the
basis of the “Maintenance and Renewal Optimisation (MRO)” Workshop. Under the leadership of
Dr Matthias Roesch (DB Netz AG) and, since 1 July 2006, of Prof. Reinhard Menius (DB Netz
AG), a total of 8 infrastructure managers have provided input:

ADIF = Administrador de Infraestructuras Ferroviarias (Spain)

Infrabel = SNCB/NMBS Holding (Belgium)
Network Rail = Network Rail (Great Britain)
ÖBB = Österreichische Bundesbahnen Betrieb AG (Austria)
ProRail BV = ProRail b.v. (Netherlands)
SBB AG = Schweizerische Bundesbahnen (Swiss Federal Railways), (Switzerland)
SNCF = Société Nationale des Chemins de fer Français, (France)
DB Netz AG = Deutsche Bahn Netz AG, (Federal Republic of Germany)

The tertiary education establishment TU Graz and the UIC itself were additionally represented on
the Working Group.

A maintenance and renewal proposal was to be drafted in a time horizon of approx. 6-9 months.
Besides conferring on experience gained to date, it was also intended to compare and contrast
the development of maintenance and track renewal costs as well as their interrelation with track
alignment/geometry, irregularities, operating efficiency and the age and condition of assets.

4
1.2 Goal of the MRO Working Group
The project aims, by harnessing members’ mutual experiences, to establish the factors and
variables crucial to an optimal correlation between maintenance and renewal input and to draft
uniform recommendations for an optimised maintenance & renewal strategy for the permanent
way. The Working Group’s findings are intended to yield members instant benefits by dint of
optimal investment decisions in the field of infrastructure maintenance & renewal. Whilst some
aspects of this issue were dealt with by the former Infrastructure Commission in the form of both
the Infracost undertaking and its benchmarking exercise (run by the former Infrastructure
Commission), there was now strong demand for deriving concrete benefits from the experience
gained by members (and other players in the domain) and translating this knowledge into decisive
insights for the future.

5
2 Overview of State of the Art
The kick-off event took place on 20 December 2005 in Paris. There, mandate and goals were
specified and the MRO Working Group’s mode of procedure was discussed.
Participating in the Working Group were:

DB Netz AG Roesch, Leader of the Working Group, as of 1 July 2006 Menius

plus: Lay/Bowe/Vogl
UIC Dalton/Schiavi/Gradinariu
ADIF Lozano del Moral/Villalmanzo
Infrabel Godart
Network Rail Frobisher/Wynne
ÖBB Betrieb AG Wogowitsch
ProRail BV Zoeteman
SBB Rickli/Kuster
SNCF Petit
TU Graz Veit

Figure 2.1 provides an overview of the infrastructure data for the participating infrastructure
managers (entire network). Figure 2.2 shows the companies’ infrastructure data for main tracks.
NetworkRail
DB Netz

Infrabel

ProRail

SNCF
Infrastructure data
ADIF

ÖBB

SBB

(entire network)

Tracks (km) 14863 65673 9105 9985 6589 7315 49281

Turnouts (Number) 10886 86512 12233 15917 8333 13332 27061
Level crossings (Number) 3603 18110 2108 5991 2760 1311 19066
Catenary (electrified track length in km) 9207 51830 7021 7900 5855* 7430 27463

DB Netz:
data taken on 31.12.2004
Network Rail:
Tracks and cantenary: 2006 annual return; Turnouts:GEOGIS- excludes sidings; Level crossings:
excludes footpath crossings
ProRail:
* 2066 km electrified line (both single/double track/ etc.)
SBB:
length of track includes geometrical length of turnouts (total 239 km);
(Year 2005:Tracks 4674km, Turnouts 5521)
SNCF:
Main lines and other lines UIC 1 to 9

Figure 2.1: Infrastructure data for all participating infrastructure managers (entire network)

6
 Network Rail
DB Netz AG
Infrastructure data (main track)

Infrabel

ProRail

SNCF
ADIF

ÖBB

SBB
Length of maintrack [main track-km] 56450 6240 31482 7642 4857 4843
Number of switches in maintrack [switches] 67979 6755 20423 6359 5950 6360

Contact person (responsible for data delivery)

ADIF
DB Netz AG Michael Pohl
Infrabel
Network Rail Matthew Clements
ÖBB Hell Wolfram
ProRail Jan Swier
SBB Rolf Steinegger
SNCF

Figure 2.2: Infrastructure data for all participating infrastructure managers

(continuous main tracks including length of turnouts)

NetworkRail
2)

Infrabel

ProRail
DB Netz

SNCF
ADIF

ÖBB

Average age of tracks and SBB

3)

1) 4)
1)

1)

1)

1)

1)

1)
turnouts
120<v≤160 km/h

120<v<160 km/h

120<v≤160 km/h

120<v≤160 km/h

120<v≤160 km/h

120<v≤160 km/h

120<v≤160 km/h
1)

120<v≤160 km/h
entire network

entire network

entire network

entire network

entire network

entire network

entire network
entire network

Tracks (years) 27 31 25 18 19 28 26 22 17 18 17 17 34 20-27 5)

concrete 7 7 8 8
wood 14 15 27 18-26 5)
Turnouts (years) 28 30 21 15 18 26 23 23 15 19
steel 16 -
average 12 11

1)
entire netw ork= inlcuding all operated main tracks and sidings (w ithout disused line sections!)
2)
SAP R/3 Netz (02/2006), property of DB Netz
3)
Data taken from track category A
4)
main tracks (HG 1-3 and NG 1), exclusiive of sidelines NG type 2 & 3 (not included in number above)
5)
according to traffic

Figure 2.3: Average age of track and turnout systems for all participating
infrastructure managers

At the kick-off event on 20 December 2005, Dr Roesch, Leader of the MRO Working Group, first
provided an overview of the cost and quality of maintenance at DB Netz AG as well as of the
company’s maintenance & renewal strategy (Reference 1).
The current quality of maintenance was addressed citing fault advice, fault duration times and
notifiable broken rails and rail defects having a bearing on quality.

7
Since 2005, a measure and object-focus scheme with a preventive thrust (sustainability scheme)
has been developed and put to effect area by area at DB Netz AG with a view to improving the
effectiveness of action taken. The goal is to minimise short-notice and quick-start measures,
improve the condition and hence the quality of lines, optimise the rostering of machinery and
attain the best possible utilisation of resources. Forming part of this scheme alongside the
machining of rails and the capital repair of track and turnout systems are the “Trackside
Greenery” initiative and chemical vegetation control.
The maintenance & renewal strategy developed at DB Netz AG is geared to optimising life-cycle
costs, availability and quality respectively.
Building on this overview of the quality of maintenance at DB Netz AG and of the
maintenance & renewal strategy the company has adopted, the course of action of the
Working Group was divided into three phases.
The first phase addressed itself to analysis of current inspection regimes as well as to
maintenance and renewal strategies.
In the second phase inspection regimes had consequently been compared. However, a
comparison of maintenance and renewal strategies based on the entire network is not presented,
due to the fact that the networks differ in a wide range. The discussions showed that there are
parameters, which need to be taken into account in comparing maintenance and renewal
strategies. Therefore in a further step these parameters are identified.

As a means of achieving these goals, a total of 7 one-day meetings were held in Paris.

8
2.1 Analysis of current inspection regimes
The participating infrastructure managers began by setting out their maintenance and renewal
strategies in detail. Their individual papers are enclosed in Annex 1.
In order to arrive at a comparable database when pooling all current maintenance and renewal
regimes, the maintenance concepts itemised in DIN 31051/EN 133067 and in the documents
disseminated by the UIC on 12 October 2005 (enclosed in Annex 2) were adopted as the point of
departure throughout (Figure 2.4 and Figure 2.5). It was possible to analyse current maintenance
and renewal regimes on this basis. Additionally, TSI definitions on infrastructure and maintenance
are enclosed in Annex 2 for further information.

Terms: inspection, monitoring, examination

Inspection
The term "inspection" pursuant to DIN 31051 as at 06.2003:
Measures to establish and assess the actual status of an item including determining the
causes of wear and deriving the necessary consequences for future use

Establishment and assessment of the actual status by:

(Visual) Inspection Measurement

Visual examination (is the direct perception of Measurement means establishing

facts with all senses), that is without measuring
devices. Therefore, only an assessment of
irregularities and form deviations is made.
whether the object to be examined
fulfils the stipulated conditions.
Measurement always involves a decision,
measuring does not.

Figure 2.4: Concepts and definitions: inspection, monitoring, testing as set forth in DIN 31051

9
 Maintenance pursuant to DIN 31051
as at June 2003

Servicing
Actions to retard
the reduction of the
wear reserve present
Inspection
Actions to establish and
assess the actual status of
an item including
Repairing /
determining the causes of
wear and deriving the Overhauling
necessary consequences for
future use
Actions to return an item
into its functional condition Renewal
with the exception of improve-
ments
Combination of all technical and
administrative actions of the
management to increase the
functional safety of an item without
changing the function required of it

Weak point
Item with which a failure
occurs more frequently than is commensurate
with the required availability and for which
an improvement is possible and
economically justifiable.

Figure 2.5: Definitions of maintenance concepts under DIN 31051

To facilitate comparison of the various maintenance and renewal strategies in the track and
turnout-system domains, inspection-related measuring variables (geometry, ultrasonics, ride
measurements etc.) were defined for specified categories of line with regard to the item being
measured, the measuring method and the periodicity of measurements. Attendant intervention
thresholds were collated having account to the relevant bodies of rules.
Action thresholds are defined in similar ways by infrastructure managers over wide areas and are
typically set out below.

Action Threshold Value whose exceedance necessitates an assessment of the

economic case for scheduling corrective repairs.

Intervention Limit Value indicating the wear reserve from an engineering/economic

point of view. If exceeded, corrective repairs are required by the time
of the next general overhaul.

Immediate Action Limit Value whose exceedance means fitness for function is likely to be
impaired. Corrective repairs must be carried out as soon as
possible.

Limit value Value whose exceedance means the track’s availability is limited.
Corrective repairs must be initiated at once.

The precise designations/definitions of intervention values adopted by the individual infrastructure

managers are largely as contained in Annex 1.
10
All the principal maintenance and renewal measures were collated under the definitions
applicable to them and their frequencies compared (Annex 5). Maintenance measures were
subdivided into preventive and corrective measures. Reporting values need to be specified as
regards track geometry, ultrasonics and on-foot track inspections. It is necessary in the process to
define the decisional criteria. This permits qualitative and quantitative comparison of data.

Inspection and appraisal strategies adopted by infrastructure managers are identical in some
respects and very varied in others. Parallels are discernible as regards assessment criteria, whilst
there are considerable differences in respect of on-foot track inspections (differing inspection
periodicities). The strategies adopted by the 8 infrastructure managers are virtually identical
regarding periodicities for turnout system inspections ≤ 160 km/h (every 6 months in most cases,
once a year in 2 cases only). Periodicities for on-foot track inspections in the 120 < v ≤ 160 km/h
range vary, by contrast, between once a week and once a year (Figure 2.6). However, Figure 2.6
only shows the inspection periodicities laid down in the respectively valid directives. Intervals may
vary depending on the condition of assets.

Almost identical strategies of all 8 railway infra- Different strategies of all 8 railway infrastructure
structure companies companies

e.g. turnout inspection v ≤ 160 km/h with e.g. inspection on foot 120 < v ≤ 160 km/h with
specification of inspection periodicities specification of inspection periodicities
NetworkRail

NetworkRail
DB Netz

DB Netz
Infrabel

Infrabel
ProRail

ProRail
ÖBB**
SNCF

SNCF
ADIF

ADIF
ÖBB

SBB

SBB
EIUs* EIUs*

months 6 6 6 6 6 12 6 12 months 1 4 1,5 0,25 12 3 0,5 1 - 3

*EIU's = railw ay infrastructure company

** Needed inspection intervall determined by the inspector responsible

Figure 2.6: Comparison of various inspection strategies adopted

by all infrastructure managers

Note: Figure 2.6 only shows a part of the compared inspection regime. A table with detailed
information about the entire inspection regimes is included in the Annex 3.
On-foot track inspections are an area that increasingly needs to be standardised. In order to
arrive at an optimal maintenance and renewal strategy, it is necessary to compare the differing
inspection periodicities adopted by the individual infrastructure managers with the maintenance
and renewal expense they respectively incur and the frequencies with which IMs conduct
maintenance and renewal measures. Whether the nature of assets exerts any influence remains
to be clarified.

11
2.2 Maintenance and renewal strategies adopted by the individual infra-
structure managers and their prospects

In the following sections, the individual infrastructure managers provide a degree of background
information on their companies and explain their current maintenance and renewal strategies and
those scheduled for the future in greater depth. These are nevertheless abbreviated accounts, the
full versions being entered under Annex 2, Annex 4, and Annex 6.
The schematic representation below (Figure 2.7) cites capital track repairs and typical
assessment criteria to illustrate how right-time maintenance prevents or at least delays limit
values being reached.

12

Immediate Action Limit

ad hoc Elimination
10 non sustainable working method with high
without sustainabiliy
consequential costs!

Intervention Limit
Track bed only
8 approx. recoverable
with additional
expenses
Levelling/Lining/Tamping only
Action Theshold partly sustainable
6

ideal cost-effective
Levelling/Lining /
Acceptance Inspection Limit Tamping-cycles
4

Renewal Time scheduled Levelling/ up to 8 years scheduled Levelling/

Lining/Tamping Lining/Tamping
2

optimized strategy, with right time interference and overall longer intervals
critical "strategy" with too late interference and therefore no more ideal track

0
35 40 45 50
Time

Figure 2.7: Schematic course of track-geometry-defect developments

under different strategies

12
2.2.1 ADIF

Overall Strategy
The Spanish State Administration regulated through the New Railway Sector Law approved in
2004 the particular rights and duties that, mainly following European Directive 91/440 among
others, caused the separation of infrastructure managing tasks from railway transportation
operation. ADIF was then given birth as the Spanish Infrastructure Managing public company,
though it wasn’t now the direct owner of the railway infrastructure, but the State.
At commitments level, ADIF is not the only public organisation that has competencies on
investments or renewals in the railway infrastructure or its assets. The Spanish Ministry of Public
Works and the newly created Spanish Society for Transportation Infrastructures have received
also authority to build or renew track sections.

Despite this, maintenance of all present or future railway assets is entrusted in its entirety to
ADIF, which is responsible for keeping the infrastructure in good condition during its whole life
cycle for rail traffic operation.

In this new scenario, the asset management has continued to evolve from a corrective and
preventive maintenance model into a complete cost-effective vision that tries to consider a total
evaluation of life cycle costs (LCC), in order to decide to build, renew, invest or maintain, trying to
extend life cycles as much as possible, providing an economically feasible solution within the
state of the art of techniques. Such vision is also aiming to fulfil a reliability, availability,
maintainability and security (RAMS) strategy.

Plain Line Track Maintenance & Renewal Strategy

All the processes concerned with maintenance planning, execution and overviewing are the
responsibility of ADIF in a dedicated process chain.

Main lines and all CWR secondary lines have an on-condition maintenance strategy applied,
which is driven to a prioritisation of maintenance works necessary to be applied according to this
cyclical process:
- Inspections of parameters considered to be influential in track behaviour,
- Application of defined thresholds to data obtained, with further analysis and diagnosis,
- Definition and planning of activities to be executed in accordance with budget, resources
and logistics available
- Final execution of maintenance works

Preventive and corrective track maintenance is aided by a diagnosis and prognosis tool that has
numerous inputs as parameters influencing track condition.
Secondary lines with jointed track are limited by their very nature to a corrective maintenance
strategy.

Maintenance & Renewal Tools

a) Inspection:
- Track Geometry Measurement Car
- Dynamic Measurement Car (Accelerations)
- Ultrasonic Measurement Car
- Foot Inspection

13
b) Diagnosis and Planning:
- Assets Management System (GEOMIF)
- Maintenance and investments diagnosis tool (Includes planning and budget calculation)
- Maintenance and investments prioritising tool (on-condition based with risk management
criteria)
- Renewal advisor tool

c) Activities:

Maintenance:
- Turnout systems and plain line track tamping
- Turnout systems and plain line grinding
- Dynamic track stabilisation
- Corrective and preventive grinding
- Ballast cleaning
- Attachment and/or replacement of fastenings
- Spot rail renewal
- Spot sleeper renewal
- Spot maintenance for urgent treatment (combined activities)
- Formation control and improvement

Investments and Renewal

- Total Renewal
- Rail Renewal
- Ballast renewal

Maintenance & Renewal Future Outlook

- Automated video inspection system on-board (digital treatment and analysis of track
components and whole track images)
- Co-ordination between competent administration on investments and renewals
- Development of new strategy tools
- New quality maintenance procedures
- New LCC criteria introduced in maintenance and renewals decisions
- Oriented planning for contractors on main lines
- Improvement of quality control for engineering works

Maintenance & Renewal Philosophy

- Standardisation of track components
- Improvement of accessibility and management of assets
- Improvement of modularity in maintenance repairs
- Differentiate clearly safety, intervention and alert limits for influencing parameters
- Development of lower maintenance cost and longer lifespan assets
- Adoption of best practices for maintenance actions
- Upgrade or extend lines to connect with new high speed lines
- Improvement of detectability condition of critical parts and prioritisation of operations
- Preparation and learning of enforced risk and safety procedures
- Preparation and supply of adequate technical maintenance procedures
- Prioritisation of return of investment for new investment

14
Maintenance & Renewal Performance
- Removing obsolete technology assets
- Decreasing component deterioration due to normal traffic
- Improvement of initial track quality after construction or renewal
- Technical and economic maintenance optimisation through life extension
- Reduction of track possessions
- Increase of total track availability

Maintenance & Renewal Challenges

- Development of simplified turnout systems
- Optimisation of vertical stiffness
- Development of deterioration geometry models applied to prognosis
- Development of new standards governing implementation of new inspection techniques
- Increasing preventive and predictive maintenance actions
- Implementation and development of ballastless track behaviour models
- LCC criteria, benchmarking and product managing

15
2.2.2 DB NETZ AG

Restructuring of maintenance operations

In the last six years, the maintenance of DB Netz AG was restructured. Whereas in 2000/2001 no
comprehensive maintenance strategy was available, a maintenance restructuring programme
was developed in the last years to implement a maintenance strategy with an optimised
organisation and efficient work processes. An object and task-related planning of in-house and
external maintenance services and material management was implemented. Transparency with
respect to in-house services, external services and material was developed as well as data
transparency and an improvement in process quality due to quality and cost reports.

In addition to the maintenance plan for 2005, additional budgeting was approved. Sustainability
programmes were implemented to improve efficiency and to achieve a turn-around in five years.
Sustainability programmes are primarily those medium-term maintenance and repair operations
than can be properly planned in advance. In 2004 the trend was towards more short-term, rapid-
response and ad-hoc measures. Repair work was carried out in response to readings from
measuring runs. The use made of existing track possessions and deployment schedules for
maintenance equipment and machinery was less than ideal. Short preparation times, the high
cost of buying-in external services, and operational effects were just some of the consequences.

Overall sustainability is managed and financially controlled for the following areas:
- Machining of rail surface (milling/grinding)
- Relaying and realignment of track and points
- Landscaping (railway greening programme)
- Chemical vegetation management

Additionally, the following programmes were also regarded as “sustainable” in 2005:

- Replacement of insulators
- Replacement of contact wire

Other packages of measures will follow such as

- Repair programmes for interlockings, bridges, culverts
- Own capital expenditure for rail replacement schemes (>1000 m) to avoid having to use
expensive temporary rails

The goal of the sustainability programme is to

- minimize short-term or ad-hoc measures
- improve line quality achieved by working on larger contiguous sections of track or entire
lines
- reduce the number of sections with speed restrictions
- use resources optimally
- optimise machine deployment schedules
- get the “same construction site for lower costs”

16
To establish the key elements of a comprehensive maintenance strategy, four major work
packages were processed as part of the maintenance strategy subproject:
- Maintenance & renewal strategy
The maintenance & renewal strategy identifies the type and sequence of maintenance and
replacement activities.

- “Make or buy” strategy

The “make or buy” strategy determines the optimised degree of internal value creation to
reflect what is strategically necessary and economically expedient

- Rendering of service
To increase the efficiency of in-house services and to optimise the contracting of external
services and materials management, the optimum rendering of services has to be obtained.

- Maintenance organisation
Last but not least, the maintenance division has to be repositioned as a service provider
with Asset Management acting as its customer.

Maintenance strategy - quality

The complexity of maintenance measures has to be determined. For this, the ideal ratio of quality
and cost effectiveness has to be taken into account.

DB Netz AG considers the initial quality of new or elementarily renewed lines to equal 100 %.

It is known that the quality (wear reserve) decreases continuously with time and gross tonnes.
Therefore, the optimum between quality and cost effectiveness/investment has to be defined.

Once the optimum is reached, further investment would only lead to little improvement of quality
and would be very inefficient.

Since the current maintenance strategy conditions regarding quality parameters are known, one
has to answer the question where the optimum quality (availability versus cost effectiveness)
should be.

DB Netz AG defines quality by parameters such as

- Rail defects (ultrasonic rail defects, surface defects, track geometry defects)
- Speed restrictions on affected sections of track
- Number of operationally relevant failures/disruptions/delay minutes

Citing the case of DB Netz AG, Figure 2.8 illustrates how increasing mechanical track repairs
from 2004 to 2005 enabled track geometry defects to be reduced and hence quality enhanced.
The quality aspired to, for instance, was set at 10 track geometry defects per 100 km of track per
year. Thus, the designated strategy is to be geared in such a manner that the quality of
maintenance input defined, i.e. the volume of mechanical repairs carried out on the track, can be
established.

17
 Quality [%] Quality [%]

1 100 1 100
Track 10 Track 10
geo- geo-
metry metry
de- de-
fects fects
per 49* per
49*
100 100
km of km of
60 60
track track
and and
year year
(2004/ (2004/
2005*) 2005*)

1664 1854 LLT of track [km] 22410 27178 LLT of track [T€]

x x

*LLT= Levellling/Lining/Tamping 2004 2005 Actual strategy Optimised strategy

DB Netz AG, I.NIA 2, 24.10.2006 1

Figure 2.8: Improving quality by increasing mechanical repairs citing the case of DB Netz AG (entire
network)

To increase the efficiency of maintenance operations, the following steps were taken:

- Standardisation and synchronisation of workflows

Geographical and temporal harmonisation of inspection schedules at all sites led to
standardisation. Compilation of a quality and cost report increased data transparency. The
maintenance planning tool “SAP R/3 Netz” established an IT-based inspection planning
system. Over 220 interdisciplinary points inspection teams (called “PRINS Teams”)
synchronised the workflow efficiently.

- Optimised use of working hours

80 % of “troubleshooting” fault elimination assignments are now performed within normal
working hours (previously 60 %). The reduction of journey times by restructuring local
support units was achieved by reorganisation and relocation of support units.

- Realignment of capacity management

To realign capacity management, a detailed resource planning post was set up and
integrated into the system (optimised personnel and resource deployment planning)

18
Future visions
The goal of DB Netz AG’s maintenance & renewal strategy is to attain a state of continuous,
condition-driven inspection (Figure 2.9).

Mobile & fixed track

system measurement
and diagnostic

Planning & Optimising Maintenance strategy – Editing &

of circulation transfer of data
Transfer to a condition-
driven inspection

Control & Planning Analysis &

of centralized evaluation of data
programmes

Figure 2.9: Condition-driven inspection at DB Netz AG

The transfer to condition-driven inspection shall be implemented in three phases (Figure 2.10).

Time limit based

Time limit based
and
selective inspection
inspection with
stretched time limits Continuous condition-
and simultaneous driven inspection
continuous identification
of the condition
development

Figure 2.10: Condition-driven inspection as example and goal of maintenance & renewal strategy

Condition-driven inspection allows maintenance measures to be planned in a time-optimised,

more efficient manner as well as playing a decisive role in cutting maintenance input. Quality is
raised by dint of more manageable fault rectification and as a result of right-time intervention
thresholds and preventive measures.
Condition-driven preventive maintenance lastingly optimises the renewal strategy adopted. The
frequency of each renewal measure depends on a large number of parameters (cf. influencing
parameters Subsection 2.3.2). The goal is to define parameters for the measure in question
correctly and in good time.

19
- Further development of the processes and organisation
- “condition oriented inspection” with online transfer of all readings to professionalize fault
elimination work, servicing, repairing/overhauling, and renewal
- Implementation of maintenance procedures and technologies including standardisation
of components, processes, and resources

- Further development of staff strategy/staff development to meet requirements

- Integrated medium-term planning and regulation of maintenance and replacement
investment
- Decrease of fault duration time/failures/delay minutes
- Inclusion of external and internal suppliers in optimising the maintenance process
- Optimising the influenceable boundary conditions to decrease production costs
- Optimising rules and regulations to adjust the periodicity of inspections so as to meet
requirements
- Development of product and material-related rules and regulations

20
2.2.3 INFRABEL

The organisation of maintenance and renewal is concentrated in the same department;

continuous contacts allow a kind of optimisation between maintenance and renewal. There is also
a permanent contact between the department and the regions in order to get the same standards
and objectives.

Renewal strategy
The track renewal is based on technical criteria:

- Age of materials (cumulative curve/UIC category);

- Rails: wear, density of faults/km, surface defects, cumulated tonnage;
- Sleepers: wooden sleepers: visual aspect, efficacy of fastening; concrete: corrosion of tie
bar, quality of concrete, efficacy of fastening;
- Ballast and subgrade: geotechnical analysis, grain size distribution, track geometry
degradation rate, tamping efficacy;
- Level crossings : quality of the elements;
- Turnouts : mainly quality of bearers (replacement of spare parts is maintenance)

All the main lines (UIC cat 1 to 9) are subject to renewal, sidings are also renewed if they are
important or if there are trains with dangerous goods; the aim is to use low-maintenance, long-
lived materials (concrete sleepers, CWR, 60E1 on lines cat 1 to 4, welded and lubricated free
turnouts and crossings, sufficient ballast depth and hardness, drainage, …). We aim to renew the
track as well as possible and to have a good follow-up during the 2 years after renewal, because
it is well known that good initial quality is important for the future evolution of the track.

INFRABEL owns 2 track renewal trains and 1 ballast screening machine, plus several tamping
machines. Most track renewals are performed by our own personnel with the assistance of track
contractors.

INFRABEL has launched a strategic plan (BRIO: Belgian Railways Infrastructure Objectives).
The next items concerning tracks are examined in this strategic plan:

- Life cycle costs (mainly focused on switches and crossings);

- Infrastructure simplification (suppression of tracks and turnouts not necessary, suppression
of level crossings, …)
- Standardisation of components (2 rail profiles, turnouts and crossings,…)
- Automatic warning devices for engineering works;
- Economic study of possession periods for works;
- Clustering of work operations on a line;
- Continuity of works (avoid peaks in investment causing high costs due to lack of capacity);

Maintenance strategy
The main objective is to adapt maintenance to real needs: maintenance is mainly based on
criteria such as tonnage, speed, quality of track materials, …
Maintenance is performed by our own people; only some operations like weed killing, ultrasonic
testing, grinding, … are outsourced.
Maintenance costs are identified line by line and compared in terms of tonnage, track
composition, …
Internal benchmarking is conducted between the 5 INFRABEL regions in order to optimise and
balance maintenance needs.

21
Maintenance is based on technical parameters:

- Track geometry quality

- Ultrasonic detection;
- Measurement of corrugation;
- Track inspections;
- Control documents for turnouts;

Regulations (periodicity, tolerances,…) have been adapted to reflect UIC categories and speed.

The BRIO strategic plan includes:

- Logistics centres for track gangs (concentration in 22 logistics centres in order to improve
organisation, vehicles adapted, means of communication,…);

- Introduction of SAP software for stock management;

Furthermore the following computer tools are to be introduced for better management:

- PDA tools for maintenance gangs linked up to the existing track database;
- Automatic devices for the control of turnouts and crossings;
- GIS (Geographical Information System) to be linked up to databases.

Knowledge management: an important effort is being made to update internal regulations and the
training of our maintenance gangs. Indeed, in the next ten years an important percentage will go
into retirement.

22
2.2.4 Network Rail

Background
- Network Rail owns the infrastructure which facilitates rail services on the mainland of the
United Kingdom
- This includes: track; signals; overhead line power supplies; third rail power supplies;
level crossings; bridges; tunnels; embankments; cuttings and lineside fences
- Signallers and control room staff are employed by Network Rail to operate the
infrastructure
- Passenger train services are operated by Train Operating Companies (TOCs)
- There are currently 24 TOCs
- Freight train services are operated by Freight Operating Companies (FOCs)
- There are currently 5 FOCs
- Network Rail is funded to maintain, renew, enhance and operate the infrastructure through
the following sources:
- Charging the TOCs and FOCs for track access. These charges vary according to the
route, the time and the type of rail vehicle used;
- “Single till” which includes income from open access (non-franchised) train operators
and from rental of franchised stations and property sales;
- Direct Government grants; and
- From Third Parties who wish to enhance the network for their own benefit
- Network Rail finances its operations by raising debt against its Regulatory Asset Base
(RAB)
- Network Rail is expected to make a profit. However, it does not have shareholders, so any
profit is re-invested in the infrastructure

Office for Rail Regulation

- Because Network Rail has a monopoly position its activities are overseen by the Office for
Rail Regulation (ORR)
- Network Rail’s needs are assessed in 5 yearly Control Periods
- Network Rail’s outputs are set by the UK Department for Transport and the Scottish
Executive
- The efficient cost of work which Network Rail will carry out during the Control Period to
deliver the required outputs, its overall expenditure and income are negotiated and agreed
with the ORR
- These outputs include measurements of track quality, broken rails, infrastructure
failures, quantity of renewals, and train delays

- The ORR has a duty to satisfy itself that Network Rail will deliver its outputs in a financially
efficient manner
- We are currently in Control Period 3 (CP3), which runs from April 2004 to March 2009
- We have started the process of working with ORR to agree funding and outputs for CP4
- Our work with UIC will inform these discussions

23
Contracting Strategy
- Between April 1994 and June 2003, infrastructure maintenance was carried out by private
contractors on behalf of Railtrack (Network Rail’s predecessor), and then Network Rail
- Between June 2003 and July 2004 these contracts were terminated, and the contractors’
workforces were transferred to work directly for Network Rail
- This decision was made on the basis of giving Network Rail greater control over the volume
and quality of work carried out on its infrastructure; providing a more detailed knowledge of
asset history; and to reduce costs
- Cost reductions were achieved by three major means:

Eliminating the payment of profit and risk to contractors

Elimination of duplication of roles between contractors and Network Rail

Generating bulk purchasing power

- Renewals and enhancement work continue to be carried out by contractors

Future Maintenance Strategy

- Embed the usage of technology and mechanisation
- For example, the new Measurement Train; ultrasonic rail testing trains; stoneblowers;
rail grinding trains

- Further improve track quality

- Comparison with other European networks shows that Network Rail’s track quality is
lower than these networks
- This results in higher maintenance inspection frequencies, more frequent maintenance
intervention and ultimately higher maintenance costs
- We will use the output from the MRO report, and future associated benchmarking work,
to identify best practice that can be most easily introduced to Network Rail

- Move towards predictive maintenance

- by continuing development of automated inspection methods
- by having a detailed knowledge of our infrastructure
- by reducing the number of asset failures

- Improve the efficiency of our front line working processes.

- by identifying improvements arising from a detailed understanding of the performance of
our own workforce and supporting processes
- by studying other European networks
- by studying other businesses

Future Track Renewals Strategy

- increase standardisation of specification in order to improve efficiency
- maximise productivity through adoption of standard job lengths, standard installation
methodologies and access patterns
- maximise utilisation and productivity from high output plant
- drive up delivered quality in order to minimise whole life costs
- implement modular turnout systems transportation and installation in order to reduce costs
and improve quality
- explore alternative access strategies in order to optimise the trade off between costs and
operator revenue
- explore potential to increase re-use of serviceable materials

24
Potential indicators of track quality
- Rails
- number of broken rails
- number of rail defects found and repaired
- quantity of rail affected by rolling contact fatigue
- quantity of jointed track
- Geometry
- number of exceedances beyond maintenance limits
- Ballast
- number of slurry spots
- Sleepers & fastenings
- number of defects beyond maintenance limits in work bank

Future Visions
- increase unmanned geometry recording
- reduce foot inspection
- allocate work workforce using hand held computers
- increase rail grinding
- mechanise manual tasks – for example:
- pre-assembly of points
- fishplate oiling
- lifting and packing track

- reduce hand arm vibration exposure

- increase workforce productivity

25
2.2.5 ÖBB

Implementing track maintenance strategies

Principles of the Maintenance Strategies project

The “Optimising Track Maintenance Strategies” project is one of our further development projects
currently up and running. As with all these projects, it is geared towards the targets being pursued
by our Track Division:
We aspire to satisfy our customers to the point where there will be no better maintainer for
them.
Our principal customers are our Network Access and Network Operation Divisions, which cover
the interests of the TOCs (train operating companies) in their respective capacities as train-path
provider and operations manager. Given that the customer does not entirely pay for maintenance
measures ordered out of its current earnings, the owner’s representative, the Federal Ministry for
Transport, Innovation and Technology, is likewise to be named as a customer. The funding of
maintenance is governed by the Federal Railways Structure Act. This means that the funding of
inspection, servicing, fault rectification and repairs by operations arm Betrieb AG is governed by
Section 42 and that replacement investment by construction arm Bau AG is governed by Section
43.
When the project was launched in 1996 it was decided that the consideration and optimisation of
costs should embrace all relevant cost blocks for track assets over their service life, specifically:

- Depreciation and amortisation costs (renewal/investment costs as a function of the

technical service life of assets)
- Maintenance costs
- Operating inconvenience costs (resulting from track blockades and speed restrictions)

In other sectors, the summation and dynamic consideration of all costs incurred over the service
life of an asset had already been standardised under the term “life-cycle costs” by this time. Most
notably, this method was already being adopted in the vehicle sector. In the sphere of
infrastructure assets or railway lines, by contrast, a life-cycle-cost approach was a novum.
The newly defined goal of optimising life-cycle costs thus represents a challenge for staff at
various AGs (PLCs) organised under the umbrella of the ÖBB holding company. At the same
time, it was also now necessary to offer local management a new perspective, in addition to the
handling of staff cuts and cost-cutting schemes, that once again takes account of our
responsibility for assets. Moreover, this is an objective that accords with a modern form of asset
management in which goals and principles are defined in a manner that goes beyond the
attaining of annual financial and staffing targets.

Training in maintenance strategies

One of the key planks for implementing strategies involves passing on knowledge and thinking
arrived at to all track staff. This occurs in two strands of training. On the one hand, maintenance
strategies have been included in the training schedule for our new district inspectors and
engineers and thus also form part of construction-engineering courses at ÖBB. The second
strand provides a further-training module for our technical and managerial staff at workshops
[Reference 2, Reference 3, Reference 4]. Several workshops of this kind have been run. It has
been possible through workshops and construction-engineering courses to reach around 400
engineers and district inspectors in this way. Besides comparing newly drafted strategies, training
blocks at these workshops also probe the conceptual principles of life-cycle costs and their
application in day-to-day business. Use is made of concrete examples to jointly put knowledge
arrived at into practice in lifelike scenarios.
26
Quality of manufacturing and renewal
From the outset, analyses of the cost structures of track revealed that the depreciation and
amortisation cost block is by far the largest in all network categories. It accordingly needs to be
stated that permanent way assets are a very high-quality, expensive and durable commodity
whose life-cycle costs are improved by extending their useful life in the first instance [Reference
2, Reference 3, Reference 4]. This increases the importance of optimum planning of maintenance
measures so as to ensure or extend the working life of assets. The major challenge facing
engineers here concerns identifying the right measure, the optimum time and the right degree of
maintenance processes.
One key insight from the first analyses is that it is only possible to substantially change
maintenance strategies for trackwork when the asset is renewed. Thus, the point at which
trackwork is renewed constitutes the most important time for making correct decisions regarding
life-cycle costs. We have accordingly been able to corroborate the international adage that goes:
“The best permanent way is the most economical permanent way”, which we go on to refine by
declaring: “The best possible initial quality of the permanent way pays for itself assuming
that service life is extended as a result.” [Reference 2].
In practice, this means that there was shown to be economic scope for further enhancing quality
in the heavily used network category A (main lines) [Reference 2], whereas on the less heavily
used network category C (regional lines) it is also possible, indeed necessary, to achieve the
requisite quality by reconditioning assets, since the amortisation period for new materials would
be far too long [Reference 3]. These findings were incorporated into the following standing
instructions for the permanent way materials to be used for track and switch systems that serve
as an easy-to-use guide for our on-site project directors [Reference 6, Reference 7]. For clarity’s
sake, these standing instructions are presented in summarised form in Figure 2.11.

Principle:
Permanent way is built on the basis of the division of ÖBB track into “network categories”. The
track’s ranking indicates its operational significance (track rankings: a = through track and
continuous main track, b = other main tracks and c = sidings). Salient factors are operational
significance and degree of use, from which the economics of building the permanent way is
derived. The decision was influenced by work performed at TU Graz entitled “Developing
permanent way strategies”. It would appear worth mentioning that this categorisation only
provides a rough framework, though one of seminal importance. Justifiable deviations may be
feasible in individual instances.
The aim of the present strategy is to ensure low long-term levels of maintenance for the
permanent way.
It has been demonstrated that combining timber/concrete sleeper materials in a section of track
has disadvantages for maintenance. It is for this reason that efforts are being undertaken to
ensure uniform rail supports between track and switch systems.

Network category A (main lines)

Sleepers are spaced 600 mm apart. In track rankings “a” and “b”, the use of 60E1 rails is
envisaged for radii of up to 250 m. Continuous welding can be performed in such a case. There
appears to be a case given radii R < 500 m for employing rail pads made of Zw 700 rubber to
reduce the forces exerted on the ballast. At speeds of V > 160 km/h, these Zw 700 pads should
likewise be used as a means of reducing dynamic stress. CW is not generally performed given
radii R < 250 m (individual exceptions require authorisation). In such curve areas, the rail’s form
strength (fatigue) is not crucial to the design and it is therefore possible to use lighter rails. On
lines on which there is expected to be increased use of vehicles with 25t axles, rail section “C”
(54E2) should be selected, otherwise “B” (49E1). In the latter case, use needs to be made of
timber sleepers, with rails being resiliently fitted using the Skl 12 elastic fastening (RZ 2703). The
advantage of this solution concerns the far lower input required for adjustment of joints. On track
with an extreme layout and loading it is additionally advisable to use bonded ribbed plates.

The grade of steel for rails used in radii R < 350 m ought to be head-hardened quality.
27
Asymmetrical grinding can likewise be recommended for R < 350 m where mean annual side
wear as > 2 mm. In this instance, asymmetrical grinding is to be first performed as part of
maintenance grinding at the same time as removing slip waves.

The benefits of the quieter 71 b rail are felt in urban and environmentally sensitive surroundings if
the max. line speed V < 120 km/h. If the proportion of freight trains is very high, there are also
benefits in using it for higher speeds.

At stations, it is only envisaged fitting rail section 60E1 on heavily loaded track of ranking “b+”
(heavy traffic, 25t axles, ...).

The sleeper spacing in track ranking “c” is 650 mm and used material should be fitted. New
materials (sleepers) are also possible on heavily used “c+” track. Rail section: “B” or “C”.

Network category B (link lines)

The sleeper spacing for track rankings “a” and “b” is 600 mm; given loadings > 30,000 traffic
tonnes, it is recommended using 60E1 rails for radii of up to 250 m. The comments made for
network category A apply by analogy in such an instance.

If the track loading is below 30,000 traffic tonnes but more than 10,000 traffic tonnes, use can be
made of 60E1 rails, preferably in used condition, whilst rails of “C” and “B” section can also be
fitted new. Depending on loading levels, “C” and “B” rails can be fitted as used materials.
Sleepers ought to be fitted new, in conjunction with the Skl 12 fastening if made of timber.

Given a track loading < 10.000 traffic tonnes, it is recommended fitting re-usable “B” and “C” rails,
whilst sleepers should be new if made of timber and re-usable if made of concrete.

Used materials ought to be fitted in track ranking “c” with 650mm sleeper spacing. New materials
(sleepers) are also possible on heavily loaded “c+” track. rail section: “B” or “C”.

Network category C (regional lines)

Used material ought to be fitted. New sleepers are also possible on heavily loaded track. Rail
sections: “B” or “C”. Sleeper spacing 650 mm.

28
 Network category A
Track ranking a and b
Sleeper spacing 600 mm
R > 250 m
60E1-lv-concrete
Turnouts 60E1 (concrete); at
V > 200 km/h with movable frog
R < 250 m
B, (C)-Bu (Ei) 1 (4)-Rp+Rp –Skl12
Turnouts C (H)
On demand Rp bonded
R < 350 m rail quality HSH
rail 71b, after coordination with Rail section B (C) used
general works council
Track ranking c
Sleepers spacing 650 mm
Rail section B (C),
used materials
Turnouts B, C (H), rails analogical Sleeper spacing 650 mm
Network category B Network category C
Track ranking a and b Track ranking a, b and c
Sleeper spacing 600 mm Sleeper spacing 650 mm
loadings > 30.000 traffic tonnes Rail section B (C), used materials as a
60E1-lv-concrete matter of principle
Turnouts 60E1 (concrete) turnouts B, C (timber), rails analogical
30.000 > loading > 10.000 traffic tonnes
Rail sections 60E1 (preferable used), C and
B, on concrete/timber, timber with Skl12
rail 60E1, turnout 60E1 (concrete), rail C or
B, turnout C (timber)
Loading < 10.000 traffic tonnes
Sleeper concrete used, timber new
turnouts C (B) on timber
Track ranking c

Rail section B (C), used materials

turnouts B, C (timber), rails analogical

Cohesive replacement (in sections) Removal and replacement of exotic

forms to a long term standard B -
concrete/timber and Xa respectively

Figure 2.11: Track materials to be fitted at ÖBB [Reference 6]

A key factor influencing the life-cycle costs for permanent way assets was demonstrated in the
project as being the load-bearing capacity of the subgrade. The AHM 800R subgrade
rehabilitation machine is a large track-borne device that is used for producing a sub-layer and
harnesses the logistics of rail even on awkward terrain. Employing the AHM 800R yields a very
homogeneous quality in the base layer whilst nevertheless keeping track possessions within limits
and thus minimising the cost of operational hindrances. For the scope for improvement derivable
from this strategy to be lucrative, it is necessary to determine early on what action needs to be
taken in respect of the subgrade level. Thus soil studies need to be carried out at an early stage
to ensure ideal resource planning for engineering sites. Soil studies were accordingly made an
essential prerequisite for preparing the planning of switch-system and track renewal projects in
network category A [Reference 3].
For the purpose of improving initial quality, numerous structural alterations and refinements were
tested on permanent way components and in some cases also introduced as regular designs.
These structural alterations were initiated either directly from the Maintenance Strategies project
or else it was possible via this project to forecast their economic implications.
Mention can be made here of the up-sizing of concrete sleepers. In designs L2 and K1 the
changes were incorporated into the regular design [Reference 6]. At the same time, the quality
criteria for production were raised and this guarantees continuation of the quality of concrete
sleepers demanded in Austria.
Adapted permanent-way components are available for track sections with extremely tight radii
[Reference 6]. These take the form of head-hardened (HSH) rails and bonded ribbed plates for
timber sleepers. In the sphere of rail fastenings, special-purpose elastic fastenings with very
resilient properties and a high hold-down force are available. This form of permanent way has had

29
a particularly positive impact on maintenance for the Semmering line, where maintenance costs
are up to ten times as high as for other lines.
Further developments both in Austria and internationally are taking the path of minimising ballast
compaction. This improves settling behaviour. Special mention can be made here of two test
series that both improve the bearing surface of the sleeper on the track ballast and involve fitting
sleepers with pads and/or using frame sleepers.
A concrete sleeper set has also been available since last year as a means of guaranteeing
continuity when fitting shape C switch systems (UIC 54E) in concrete-sleeper track in the course
of engineering modifications. Cast manganese steel frogs are also used for C switches,
moreover. The Hydrostar (points motor) has been made standard for UIC60-type switch systems.
Experiments in which the sleeper set is fitted with baseplate pads are also being undertaken for
switch systems [Reference 3].
As well as small-format paviour, increasing use is now being made of track supporting plates as
flooring for railway crossings. On poorly frequented railway crossings, timber flooring and, in
network category C (regional lines), a bituminous base course or asphalt are once again
increasingly being resorted to [Reference 2].
Greater attention is being paid when building new bridges to the quality of individual components
such as end plates, bearings and bearing casting materials [Reference 4].
The most crucial role in optimising the cost of assets is undoubtedly played by the phase of
project development and planning. This is where 80 % of life-cycle costs are predetermined. It is
only at this stage that correct dimensioning can be effected, with costs being most enduringly cut
by reducing assets or eliminating them altogether.

Servicing and repair activities

Building upon the insight that substantive changes to trackwork maintenance strategies can only
be made at times of renewal, attention has so far focused on measures to cut life-cycle costs by
ensuring a high initial quality. The scope for economies identified in respect of repair activities by
the project was far less extensive. Too little repair work - a “minimum upkeep” approach - soon
has deleterious consequences for operational quality and service life and would thus drastically
raise life-cycle costs [Reference 2, Reference 3]. This insight is also clearly discernible with
reference to steel bridges, where taking short-cuts on corrosion control has very drastic
consequences for the repair activities required even if these only gradually make themselves felt
[Reference 4]. Great importance was nevertheless attached to measures to optimise repairs in
the SWITCH project [Reference 5], as such optimisation exercises lead to rapid economies. The
economies achieved with the Optimisation of Track Maintenance Strategies project have
accordingly been worked into the SWITCH project.
Overriding importance in short-term considerations was attached to optimisation measures that
directly impinge on repair work. By contrast, measures such as subgrade rehabilitation or the
permanent way for mountain lines that yield scope for savings due to initial quality have
comparatively little impact in the short-term view. The reason for this is that, owing to the long
service life of track assets, only relatively small proportions are renewed in a given review period.
The process of optimising the cycles for the MDZ mechanised track maintenance train and the
PLM switch tamping machine has already been implemented to schedule. This has enabled the
volume of annual track maintenance performed at ÖBB with the MDZ to fall from 2,300 km to
around 1,400 km a year [Reference 3].
Ballast-bed screening during the life-cycle of track is stringently investigated, which has led to
less use being made of this measure.

30
Integrated maintenance, spot maintenance
Building upon the “tamping and grinding” strategy, a start was made in early 2002 on introducing
integrated maintenance on main tracks [Reference 3]. Parameters such as stretching tamping
cycles that underpinned the economic assessment were corroborated by testing. Tests also
revealed a capacity for further enhancing quality by performing operations jointly during track
possessions. Co-ordinating first the MDZ and, in the same possession, the rail grinding train
minimises actual track possessions as well as operational knock-on costs. Achieving output of
virtually 300 km in the first year with existing machinery under the new maintenance process was
always going to be a very ambitious goal. It proved possible to tap further scope for improvement
through better fine-tuning of the individual machines, most notably the rail grinding train. Further
use is made of possessions on a case-by-case basis to carry out additional activities such as
ensuring gauge clearance, in other words dealing with embankment vegetation. There are
comparable ideas regarding the maintenance of switch systems and the renewal of assets.
Complementing this new, high-quality maintenance process, a system of standardised spot
maintenance was prepared and launched in 2003. As a means of copperbottoming the quality of
this process, the new maintenance plan foresees “event reports” being centrally produced and
supplied to asset co-ordinators following track recording car runs, in addition to the traditional
recording-car reports, as set forth in the TSI. With a view to automatically rectifying minor defects,
a switch tamping machine has been fitted with specialised software that allows the track layout in
the area of any defect to be recorded and corrective measures evaluated.
Thus Infra.service has adopted a 3-tier model for track repairs involving mechanised
maintenance:
- spot maintenance (using a fault-rectification PLM)
- tamping exercises with the MDZ (conventional tamping with 09-3x, the DGS dynamic track
stabiliser and ballast profiling)
- integrated maintenance (combined tamping and grinding during a track possession)

The resultant scope for economies has been worked into the SWITCH project.

Funding required for maintenance

Wide-ranging documentation on the cycles and costs of maintenance processes for key track
assets was drawn up in the “Optimising Track Maintenance Strategies” project. It has been
possible on the strength of these data to perform detailed calculations of funding requirements of
the sort other rail administrations are currently likewise intent on obtaining. Such funding
requirements need to be known, firstly, as a means of safeguarding levels of operating quality
and, secondly, so as to maintain existing assets in such a way that their optimum technical
service life is attained and they can be renewed at just the right time economically and
technically.

31
2.2.6 ProRail

ProRail’s Permanent Way Strategy and Planning Process1

Introduction
This paper forms a summary of ProRail’s strategy document for tracks and turnouts (BLD00100).
This strategy document sets out which track products, standards and maintenance strategies
deliver best value for money for the Dutch rail infrastructure. Objectives are measured in well-
known terms of RAMSHE and LCC. It is annually updated, for example, because of
interoperability standards. Similar strategies are developed for other parts of the infrastructure,
such as
- earthworks, bridges, buildings, tunnels, level crossings and cableworks
- energy supply systems for traction and signals and traffic control systems
- train protection systems
- transfer facilities
- traffic management systems
- communication systems

First of all, the setting and company strategy of ProRail is briefly introduced in section 2. Next, the
strategy and main product developments follow.

Setting and company strategy of ProRail

ProRail is appointed by the Dutch Government to manage the rail infrastructure, including
construction and maintenance management, capacity planning and allocation to transport
operators, and daily traffic control. ProRail outsources the ‘small maintenance and incident
response process’ to three contractors (Strukton, Volker Stevin and BAM Rail) and tenders large
Maintenance & Renewal works publicly. Next year also public tendering of small maintenance
contracts will start in a first contract area. Management of these contracts and monitoring of the
quality of the infrastructure and work delivered by the contractors is in the hands of ProRail.

ProRail manages an installed base which has an estimated replacement value of 31 billion Euros,
exluding ICT infrastructure. ProRail outsourced actual maintenance, repair and renewal work.
Renewal work is publicly tendered, project-wise, whereas maintenance is tendered in area-based
contracts to three certified contractors. ProRail sets the maintenance standards, as much as
possible in output terms, or, if required for safety and durability (life cycle costs), in terms of
prescribed activities. General principles of asset management are used as a source of inspiration.
The progress of ProRail in terms of asset management is followed closely now by the Ministry of
Transport, through its concession.

ProRail uses several types of tools for developing risk-based and optimum maintenance and
renewal standards, among them risk analysis (Failure Mode Effects Analysis) and so-called
‘Yardsticks’ for planning stations maintenance, track renewal, catenary system renewals, and
bridges and tunnels (not yet available). These yardsticks are catalogues of damage/degradation
images, which objectify decisions that have traditionally been expert judgement only. The
yardsticks lay down state-of-the-art knowledge at a national level.

1
ProRail will use these notes also for an international magazine publication. - Arjen Zoeteman
32
As mentioned, ProRail still plans the major maintenance and renewal itself, excluding tamping, in
a so-called production planning cycle (PPC), which is dictated by Government funding. The PPC
has gained an important role in the organisation, because of the importance of timely planning of
budgets, possessions and Maintenance and Renewal work to be (publicly) tendered. The PPC is
illustrated Figure 2.12; the rectangular boxes describe activities to be performed, while the boxes
with a curved side are input or output (data). The grey part concerns preparations that need to be
made in advance of the PPC. Once the regions have their first list of proposals for major
maintenance & renewal available, the plans are reviewed at regional and central level, using for
instance the Yardstick Track Renewal tool.

Asset state report

 Maintenance Concept and cost
norm Optimisation Production
 Condition measurements across Plan for
(1) Life Cycle
 Failure analyses technical periodic
Cost Analysis
 Inspection reports disciplines maintenance
(2) Effectiveness Project
 Performed maintenance works and with and renewal
i.e. expected Information
 Environmental issues construction
contribution Form
 Current scores on ProRail's key Years N+2 -
to RIB
performance indicators (regional N+5
performance
decision
making) (region)

Evaluate
Production
RIB Policy Document proposals
Plan for
and co-
 Environmental and financial periodic
ordinate
constraints years N+2 - N+5 Realisation maintenance
national
 Performance targets ProRail (including and renewal
Production
years N+2 - N+5 tender
Plan
process) Years N+2 -
N+5
(interregional
decision
(national)
making)

Figure 2.12: Production Planning Cycle for maintenance and renewal (simplified)

The Production Plan is in fact the central ‘piece of paper’ in the planning and implementation of
periodic maintenance & renewal (see Box 1 below); the PPC should therefore realise the
following objectives:

- uniformity and transparency of proposed maintenance & renewal works among the regions;
- timely data collection on works performed and infrastructure quality;
- timely information for negotiations on track possessions and funding;
- timely acceptance of plans in order to organise competitive, efficient tenders.

33
Box 1: Proposition and use of the maintenance & renewal Production Plan
The Production Plan is the central decision in the planning of all periodic maintenance & renewal
over the next few years. In ProRail’s production plan, the following factors are to be considered:
- inspections available on the state/degradation of the infrastructure;
- infrastructure quality standards for safe and reliable railway operations;
- budgets made available by the infrastructure owner, which might require prioritisation;
- track possessions made available, which might require prioritisation;
- other constraints such as available resources (contractors, labour, machines) and materials;
and,
- other objectives such as minimised noise pollution and costs, and maximised productivity.

In order to create a systematic approach, a strategic maintenance concept should define how the
above input is used in maintenance & renewal planning. The Production Plan directly determines:
- expected infrastructure quality and reliability and, hence, costs of unplanned maintenance;
- the planned costs and use of resources for periodic maintenance and renewal; and,
- required spot maintenance in order to retain the infrastructure at the required quality
standards.

The Production Plan indirectly determines life-cycle costs, together with:

- the realisation of the Production Plan;
- the effectiveness of minor and periodic maintenance & renewal works performed;
- loads actually generated on the infrastructure; and,
- the actual financial, physical and operational conditions.

Since 2001, it has been obligatory for staff to perform life-cycle cost (LCC) analyses, or refer to
rules which are the outcome of earlier analysis (included in the strategy documents, such as
BLD00100). LCC was explicitly initiated to improve the quality and transparency of design and
maintenance decisions.

Installed base data

Tracks and turnouts have a replacement value of about 8.8 billion euros. The average age of
track is 18 years, of turnouts 19 years. The permanent way system is of great importance for its
annual costs (approx. 60% of maintenance costs, approx. 75% of renewal costs) and failures.
Failures are especially related to turnouts. Track, mainly insulated joints, accounts only for 7% of
the total number of failures. Annual renewal costs vary from 170 tot 220 million euros, excluding
Rolling Contact Fatigue (RCF). RCF alone requires a budget of 30 million euros for maintenance
and parts renewals.
80% of the rails are continuously welded rails (CWR), which is the common technology in all main
lines. This percentage will rapidly increase, thanks to a dedicated investment budget for the
upgrading of railway yards. A main driver is the increasingly tight requirements on noise
emissions; the improved maintenance performance is a second driver for this development.
Standard track technology for renewals is 54E1 rails on concrete sleepers and a ballast bed
height of 30 cm. The same type of rails on timber sleepers is still installed on many lines, but its
(re-)use has been banned due to environmental policy. Duoblock concrete sleepers have also
been applied widely and are still performing well on main lines. NP46, an older, less heavy rail
type, is still in service on lines with lower traffic loads and side-tracks.
Turnouts are relatively complex, failure prone and expensive systems. Annually 40 million Euros
is spent on new turnouts and 30 million Euros on preventive and corrective maintenance. In case
of renewal, turnouts 1:9, 1:15 or in special cases 1:34,7 are allowed. Fixed frogs are preferred,
but noise levels can be a reason to apply moveable frogs. Often, special engineering of the
individual turnouts is required on railway yards due to the limited space available, once they
replace older types of turnouts (e.g. 1:8, or double-slip turnouts).

34
All turnouts, which are in central traffic control, are served by switch heating systems, all with
similar heating capacity. The natural presence of gas in the Netherlands has led to a wide
application of gas for switch heating. Other sources are electricity and natural earth warmth (ice
solution). Central and local monitoring is used for the operation of switch heating.

Environment, objectives and priorities for permanent way policy

A policy for (re-)developing (new) permanent way components and revising quality and
maintenance regulation needs to be updated continuously, as the environment changes rapidly.
Some developments observed over the last decade in the Netherlands are:

- New technologies, developed by suppliers, become available every year

- The rise in RCF requires continuous monitoring and action to keep guaranteeing safety
levels, both in tracks and in turnout parts.
- Maintenance and Renewal Costs for permanent way are hard to manage and tend to
increase
- Outsourcing and restructuring lead to different market approaches and constraints for rail
infrastructure managers. European interoperability legislation is part of this picture.
- Safety demands related to track workers become ever more stringent
- Tracks continue to be used at increasing levels
- Cost reduction is demanded by government but is often hard to meet
- New demands on performance are placed, by (regional) governments and other actors.
Noise and vibration levels are required to be reduced, especially at railway yards.
- New rolling stock is being introduced, with different stiffness levels, wheelsets etc., causing
new and often unknown interface problems.
- Regional markets are being developed and upgraded, requiring new market concepts and
new, low-cost infrastructure solutions.

The permanent way strategy needs to guide the development of products and updating of
technical regulations, in order to meet the following business objectives in this demanding
environment:

- Safety. An example of such a risk is track geometry outside of tolerances. This risk
especially occurs near switches, curves and civil works (bridges and so on), due to lack of
maintenance or quality of the system.
- Availability. Labour safety rules are increasingly tightened in the Netherlands, prohibiting the
access of track workers to engineering sites while trains are passing. The permanent way
strategy aims to anticipate that as much as possible, for instance through increasing
distances between tracks during renewals and allowing new work methods (e.g. mobile
workshop).
- Reliability. An example is the development of vandal-proof systems, using axle-counters
instead of insulation joints near level crossings. This is not actual practice, but is a study
project at the moment (by ProRail’s Signalling department).
- Durability (LCC). Short-wave irregularities are an example, for instance due to sleepers that
are not well supported by ballast, which causes rapid deterioration.
- Riding comfort. An example is the management of horizontal and vertical alignment.
- Noise. An example is the management of rail corrugation, causing increased noise levels.
The preventative-gradual grinding programme avoids corrugation from occurring.

35
 - Environmental friendliness. An example is the prohibited use of creosoted wooden sleepers,
in accordance with guidelines from central government.
- Interoperability. Development and implementation of European standards (in national
design and maintenance standards) needs to be facilitated.
- Stimulating free market processes. Product specifications are reviewed and revised in order
to improve market entry for more suppliers. European tendering is a standard procedure for
major projects. In the case of turnouts, standardisation is an important aspect that has
proved to conflict with this objective so far. Frogs by one supplier, for instance, proved not
to be able to replace frogs from another, even though the switch type (e.g. 1:9) was
identical.
- Robustness to factors such as vandalism, overloading and extreme weather. This objective
is of growing significance, with extreme cold and hot weather in particular causing
increasing problems. An example is track buckling in the heat waves of 2006.

The permanent way strategy (BLD00100) provides concrete guidelines and measures to establish
and maintain the quality of the permanent way throughout its life cycle, against the lowest
possible life cycle costs and according to the right priorities (in the case of limited budgets).
Measures apply to two different features of tracks and turnouts:

- Geometry/alignment, i.e. degradation of the track position in 3-dimensional space.

- Structural quality, i.e. degradation of the track system and its components.

Guidelines for construction, maintenance and renewal

ProRail’s strategy (BLD00100) is based on the rail infrastructure’s life cycle and distinguishes the
following measures, from more to less effective measures (for RAMSHE and LCC):

1. Removing unproductive assets. Turnouts and sidings proposed for renewal should always be
reviewed for potential rationalisation. This can result in quick wins for maintenance.
2. Establishing initial quality. Money should be spent on robustness, not on “luxury”. Only
standard products are allowed and maintained. Track distances should be a minimum of 4
metres unless there are serious local obstacles. Welding geometry should be made according
to prescribed speed-dependent standards; each weld is measured. The new strategy
prescribes the use of prefab insulation joints in UIC Classes 1-4, which are heavier and less
prone to failure. Micro-alloyed Head Hardened (MHH) rails are prescribed for use in curves.
Heavier sleepers (code 14-002) are prescribed for curves smaller than R=900 metres. Light
track designs are allowed on UIC Class 6 tracks, where no heavy freight trains run. Under the
strategy, the substructure is investigated for geotechnical quality (water) and if necessary
improved and separated from the ballast bed with geotextile.
3. Preventing damage (causes). Unneeded loads and frictions on the track should be avoided
through the use of track-friendly vehicles, friction control, etc., in cooperation with track users.
An Anti-Head-Check profile is established preventatively through grinding.
4. Removing damage at an early stage. Once damage occurs, it will accelerate degeneration of
the track. This is to be avoided through preventative-gradual grinding, timely spot tamping,
and so on.
5. Applying life-extending measures. Once short-notice renewal becomes essential, it is often
possible to extend life for some time (e.g. coils). The strategy prescribes that benefits are
traded off against costs; decisions vary depending on the local situation.
6. Clustering renewal works. Often scale & scope advantages are possible, individual renewal
objects can be combined in projects (also combined with upgrading works). Maintenance
plans should be aligned with the resulting renewal date.

36
7. Reusing and recycling. These measures can contribute to low renewal costs. For instance, a
certain percentage of ballast is reused after cleaning. These measures are becoming more
and more inefficient or impossible, due to environmental policy. Reuse of rails is still possible,
as long as there are no significant defects.

Inspection cycle, needed to support the permanent way policy

Inspection is the key basis of knowledge on track behaviour, and therefore provides crucial
information for the above planning process. Inspection commences once track has been
constructed. First of all, there are regular foot patrols (once every 13 weeks, and once every 4
weeks from the back of a service train), and annual inspections of turnouts, by the contractors.
These are simply required in order to act in a timely fashion and avoid incidents. Secondly, there
are measurements by trains, which are needed for the same reason, but which also allow
systematic data capture and analysis.

Inspections by train have been contracted out to a dedicated company, named Eurailscout.
Geometry inspection campaigns are currently made twice a year and stored in a viewer system
that is accessible to ProRail and its maintenance contractors. Since the rise in RCF, ultrasonic
measurements have been increased to up to 4 times a year, for the most heavily used tracks.

The new strategy will also stimulate or even prescribe the use of inspection car runs after
construction and on heavily used sidings (railway yards). Another development, currently at a test
phase, is the installation of inspection equipment on-board regular service trains.

Development and improvement programme for permanent way

A development programme, performed by the central Product Management Department, is
tailored to improve the quality of maintenance processes and assets through:

- Systematically analysing performance and cost developments in order to detect potential

improvements to the installed base (analysis could benefit from ‘tagging’ assets, RFID
technology, in the near future)
- Working towards explicit and condition-based maintenance and renewal standards, which
are differentiated for different traffic environments
- Developing standards for enforcing high initial quality after maintenance and renewal
- Realising change in the organisation: training, education and auditing processes are
developed with a view to putting the people and organisation needed to reach high
performance standards in place.

Product management and development in the last 10 years

In response to the aforementioned developments, a lot has been achieved in recent years. This
has been discussed extensively in [Reference 8]. Examples of (partly ongoing) research and
development are:

- ProRail’s RCF programme, in conjunction with several external bodies including AEA
Technology and Delft University of Technology [Reference 9].
- New speed-dependent standards for weld geometry, based on forces exerted on rails
[Reference 10].
- The LCM+ philosophy and design and maintenance rules for achieving life cycle economies
[Reference 11].
- An objective damage catalogue (Yardstick) to standardise technical judgements and make
a first step towards a decision support system for maintenance renewals planning
[Reference 12].
37
 - A preventative-gradual grinding regime in order to realise improved wheel/rail-interface,
reduce RCF and increase maintenance intervals and life spans of track components.
- A programme for improving adhesion during leaf-fall periods, including scientific research.
- The continuous development of IRIS software [Reference 13].
- A range of new products (e.g. new types of turnouts, sleepers, earthwork improvements,
rails) in order to improve the robustness of tracks to increasing traffic loads, reduce
maintenance levels and improve friction control.
- New inspection vehicles, such as video inspection and onboard measurement platforms on
regular trains, and continuous monitoring of turnouts and level crossings (POSS)
[Reference 14]

Product management and development in the next 10 years

ProRail sees the following key challenges for permanent way policy in the coming years:

Challenge 1: Initial quality and condition-based maintenance & renewal planning

Fine-tuning existing asset management plans is certainly part of the challenge. Current
maintenance & renewal plans can be improved and better differentiated for different transport
environments. Examples of developments:

- Development of higher acceptance standards for the geometry of renewed and maintained
track.
- Better coordination of parts replacements and tamping with grinding and renewal plans.
- Implementing Yardstick (damage catalogues) for objectified judgements on residual life
spans of permanent way objects is currently under way.
- Developing decision support tools, based on Yardstick and IRISsys, could be a future step.
These DSTs would allow a better prediction of degradation rates and thus of required
budgets. Work history on maintenance needs to be included in such systems.

Challenge 2: Monitoring quality of geometry through automated inspections

A significant challenge in the Netherlands is to get inspection people out of the track, due to
increasingly tight labour safety regulation. Automation of outside inspection work, e.g. video
inspection cars, onboard inspection platforms on regular trains, and ongoing development of
geometry and ultrasonic measurement cars, is seen as an important solution. Another challenge
is to more effectively store and use condition histories in ‘predictive maintenance planning’.
Developments include:

- Making reliable recordings at lower speeds (< 22 km/h)

- Also measurement car runs at railway yards/on sidings
- Developing measurement tools for short wave irregularities, now for 0-30 cm wave, future 0-
90 cm wave eliminating short wave irregularities
- Tools for tracking and forecasting degradation
- Better use of data stored in IRISsys/PUPIL by regional staff

38
Challenge 3: Managing vehicle-infrastructure interaction
This theme has previously been given too little attention since railway restructuring. Friction
control and structural control of damage causes/sources have now obtained management
attention, both due to noise and RCF problems. Examples of developments:

- Worn wheel profiles have been introduced on 100% of single-deck intercity stock, resulting
in improved riding characteristics.
- A pilot will be organised with less stiff rolling stock. Most rolling stock is now designed very
stiffly for speeds over 140 km/h. This causes damage and loss of riding comfort at railway
yards (turnouts).
- Friction control and trackside lubrication are applied for noise reasons. Optimum levels of
on-board lubrication are being studied.

Challenge 4: Design, failure prevention and rationalisation of turnouts

Turnouts remain an important source of failures and costs in the railways. Continuous research
and development is needed. Some examples for research:

- Standardisation of turnout designs, easy exchange of turnout components and design

flexibility in relation to available space (distance between tracks in railway yards).
- Maintenance management and root-cause analysis of failures
- New-generation turnouts, based on improved materials and components
- Supply chain management – stock control of switch parts
- Roll-out of central monitoring systems for switch heating devices.

Challenge 5: Product Management in relation to Maintenance Contract Management

ProRail is planning its first public tender of a maintenance contract, which differentiates between
full performance specs for reliability/availability and defined minimum quality levels, regarding
technical parameters that determine the safety and durability of infrastructure. Matching and
integrating ProRail’s permanent way policy and its small maintenance contracts’ set-up needs
important attention in the coming years. This also applies for new developments.

Appendix: General principles from Asset Management Theory

Ten golden rules for companies which like to review their asset base for improving maintainability
(‘design for maintenance’) and reducing the needs for maintenance (‘design-out maintenance’) –
Vander Mooren, 1987:

1. Simplify the structure of the system: e.g. reduce the number of assets, subsystems and
components.
2. Use standardised components on a company level, which comply with international
production standards (also considering the spare parts stock).
3. Improve the accessibility of the asset, subsystems and components.
4. Improve the replaceability of the components through, for example, quick assembly and
disassembly times.

39
5. Create a modular system design. The disadvantages of extra connections between the
modules should be traded-off against reliable connections within the modules and reduced
downtimes thanks to ‘repair by replacement’ of a whole module (e.g. using rotables, i.e.
‘assemblies that can be taken out of a technical system and can be built in again after
restoring them to the operable state’ [Geraerds, 1992]).
6. Improve the insensitivity to human failures. Make a ‘fool-proof’ design for both operating and
maintenance tasks and reduce required preventive maintenance.

7. Improve the insensitivity to overloading and damage. Solutions are to design fail-safe
systems, reduce mechanical contact areas, install redundant systems and warning systems to
reduce failure consequences.
8. Improve the detectability of the condition of critical components, not only for inspection during
standstill but especially during operations; e.g. install devices for continuous condition
monitoring.
9. Provide a maintenance manual to users or maintenance staff. This should describe a clear
maintenance programme, i.e. maintenance concept.
10. In taking these measures, minimise the overall costs of investment, maintenance, operation,
modification or upgrading, demolition and lost revenue. Rate or return should be considered
across all technical systems, i.e. in which system is en extra euro spent the most rewarding.

Asset life-cycle management (LCM) requires a quantitative analysis of costs of ownership and
operation, in order to be able to select cost-effective ‘design for maintenance’ and ‘design-out
maintenance’ strategies.

40
2.2.7 SBB

Overall strategy
The firm capacity of SBB is determined through the requirements of the federation (owner
strategy performance agreement) and legal bases (railway law, railway regulation, net entrance
regulation). In addition the demands within the law of transportation of persons like transportation
obligation, timetable obligation, operating obligation and tariff obligation are given.

In the performance agreement it is noted that the investments for the renovation of substance
(maintenance & renewal) and the adjustment have to be aligned to the state of the art of
techniques and further to develop the network through extension and growth.
In SBB, the responsibility over a type of asset is in one single hand. The collective evaluation of
life cycle costs (LCC), building procedures and aspects of maintenance takes place in close co-
operation with industry and certification/homologation authority (Federal Office for traffic). The
goal is to reach a maximum of productivity (timeline, quantity, quality, costs) in all steps of the life
cycle.
The total strategy to preserve substance of real assets in infrastructure SBB pursues the goal to
receive security, availability and functionality at a defined asset condition with expenditure as
small as possible.

Permanent way strategy

On the basis of the requirements of the federation SBB derives the preservation strategy of real
assets. The preservation of assets depends to the SIA 469 (Swiss engineers and architects
association) and is defined in the detail.

SBB internally the entire preservation process, the subprocesses maintenance and renewal are
defined and fixed with expiration, timeline, activities, in- and outputs as well as the responsibilities
(see supplement A).

- Strategy SBB (based on federal law):

Preservation of real assets has first priority (€ 800 million/year).
- Strategy division infrastructure: Guarantee security and availability on a defined level (delay
minutes); guarantee the preservation of substance of real assets for mid- and long-term,
LCC optimized use of resources.
- Preservation strategy general: object and condition-based decisions and measures
according to risk management principles: "doing the correct at the right time". Depending
upon budget and resources situation (personnel, machines, material, possessions) the
individual actions are prioritised. The preservation needs is determined, balanced and fixed
Bottom-up (inspection) as well as top-down (models).
- Strategy permanent way:
“The qualitatively best track is the most sustainable track or more precisely:
The best track is the most economical, if the higher initial quality is converted by appropriate
maintenance into an extension of service life and if it will be used with vehicles with good
operating attitude.”
Preventive measures therefore were attributed up to now a high importance in order to guarantee
a sustainable, long-term preservation of real assets. In maintenance it is differentiated between
the three quality levels safety limit, intervention limit and alert limit.

Each level is defined by limit values. The track bed quality is defined after SBB line classification
(not UIC classes) for track and turnouts with a target track note.

41
Preservation (Maintenance & Renewal) needs „Bottom-up“

Maintenance and renewal are determined by a 3-step prioritization process (line knot team
technical support, engineers' technical support, experts' technical support). Renewal projects
become determined condition-based according to risk management criteria and for whole
Switzerland after same standard and level judgement four years before execution (level of VS-TS
engineers; Expert only critical objects) and maintenance projects one year before execution. Each
defect or bad condition is seized on a defects-list, maintenance in Excel and renewal in the
renewal and new construction program. Supporting tools are: Diagnostic car, Ecotrack (only
maintenance track), geotechnics, dynamic track and ultrasonic measurements. The maintenance
guidelines (URL) specify the maintenance and inspection regime.

Preservation (Maintenance & Renewal) needs “Top-Down“

With a self-developed IT system "prognosis model" statements over the total network can be
made to the lever actions grinding, tamping and renewal quantities as well as for costs over the
next 20 years. The system is based on the age structure of the track components and the
executed track works.

Preservation (Maintenance & Renewal) measures

All preservation measures become divided as listed in the following table in maintenance and
renewal.
Maintenance

Systematic maintenance track tamping R2 (ER)

Grinding track and turnouts R3 (ER)

Systematic maintenance turnouts tamping R4 (ER)
nd

2 life system (resinification) SLS (IR)

Attach/replace fastenings (ER)

Control & adjustment track geometry insurance (ER)

Grinding of the burrs, loops of corrugation (ER)

Adjustment of gauge, Compaction ballast crest (ER)

Continuous lifting, arranging and tamping (ER)
Legend (ER) = profit and loss account; (IR) = investment
Renewal

Total renewal A1-A4, G1-G4 (IR)

Rail renewal B1-B4 (ER)

Sleeper renewal C1-C2 (ER)

Ballast renewal D (ER)

Ballast & rail renewal E1-E2 (IR)

Tamping after one year R1/R4.1 (IR)

Renewal short lengths UKL < 100 m (IR)

Grinding after construction (IR)

Tools

- Diagnostic car (see attachment), incl. autom. rail inspection & rail defect detection
- Ecotrack (suggestion for tamping and grinding track)
- Database fixed assets (includes age distribution, position and location of component)
- Prognosis tool (statements on preservation strategy and quantity and budgets needed)
- VS prioritising tool (object and condition-based with risk-management criteria)
- Renewal and new construction program (defects list: location, action, quantity)

42
Future outlook

- Detection systems (Force effect into rail)

- Rail machining strategy and measurement concept (limit values, benchmark)
- New IT tool for renovation of substance (superseding Ecotrack)
- Product management: strategy formulation LCC
- Quality control (products, execution, in particular substructure)
- LCC engineering, benchmarking
- Optimisation between maintenance and renewal (MRO)
- Maintenance: transparent gathering Content (quantity, unit price, cost, performance)
- Adapt the best (Integration of best practice & solutions internationally)

Maintenance & Renewal Philosophy

- Simplify system (example: turnouts)

- Standardise components
- Improve accessibility assets
- Improve replaceability
- Create a modular system (repair by replacement)
- Improve insensitivity for human error (fool-proof)
- Improve insensitivity for damage and overloading
- Improve detectability condition critical parts
- Supply maintenance manuals
- While doing the above, prioritise on Return on Investment

Maintenance & Renewal Performance

Order of acting, from most effective method to least effective method for reducing costs/improving
performance of the railway:

- Removing unproductive Assets (easy wins!)

- Initial quality (subsoil rehabilitation, joints, rails, track-friendly
- vehicles)
- Preventing damage (reduction load/friction, ...)
- Removing damage early (grinding, Ultrasonic measurements, ...)
- Utilisation/life-extension (LCC)
- Possession management (optimal possession for minimum costs)
- Clustering (scale & scope advantages)

43
Challenges

Some challenges for track Maintenance & Renewal in the coming years as seen by SBB

Challenge 1: condition-based inspection & maintenance & renewal (already done)

Challenge 2: managing friction/loads on track (in progress)
Challenge 3: reducing further turnout failures (in progress)
Challenge 4: life-based geometry standards (already done)
Challenge 5: LCC & Product management (in progress)
Challenge 6: Optimum between maintenance & renewal (in progress)

Summary: Focus on quality

- Working towards explicit and condition-based maintenance and renewal

- Enforcing high initial quality after maintenance and renewal
- Asset management approach: life cycle cost based, based on measured asset data

44
2.2.8 SNCF

Overall strategy
The total strategy is to preserve substance of infrastructure, with a high level of quality and safety.

Current strategy
Maintenance policy is based on the one hand on renewal and on the other hand on inspection
and maintenance, depending on the type of line (traffic, speed)

Renewal

- renewal of the components

- entirely for UIG Groups from 1 to 3
- partly for UIC Groups 4
- case by case for UIC Groups 5-6
- no renewal for UIC Groups from 7 to 9

Inspection

- on foot (track survey, rail control)

- with track measurement cars
- geometry recording
longitudinal level
cross level
twist
alignment
gauge
dynamic measurement car (High Speed Lines)
axle box
bogie
car body

- rail defects control (US)

- rail surface defects (IVOIRE) on High Speed Lines

In all cases, frequency depending on the type of line.

Maintenance

- geometry
- ballast
- sleepers and rail fastening
- rail

Maintenance is generally done on condition, according to outputs of inspection and thresholds

45
Tools

- outputs of recording
- prognosis and prioritising tools (TIMON for track geometry, PROBARAIL for rail,…)
- database fixed assets

However, French network’s audit showed that financial funds dedicated to renewal was
insufficient and that track maintenance efficiency had to be improved.

Future strategy
Future strategy is based on following issues

- increase in financial funds for track renewal in order to reach an optimum between
maintenance and renewal
- increase in track possessions in order to improve track maintenance efficiency (lower costs
and quality improvement) and evolution of track maintenance policy as well
- optimization of fixed assets at stations (decrease in tracks and turnouts)
- using safety warning automatic devices for workers protection in order to improve safety
and reduce costs
- implementation of ERP software

All these issues are in progress.

Furthermore, studies are running in order to

- increase track monitoring

- improve maintenance organization and planning

46
3 Developing Strategy of the MRO Working Group
The findings on the current strategy as well as on progress made on the designated strategy are
summarised and discussed in the following section. Further findings such as the portrayal of
different measuring techniques and funding effects are likewise enumerated.

47
3.1 Current strategy
The current strategies of the individual infrastructure managers were analysed on the basis of
diverse quality criteria. This involved evaluating the various inspection regimes as well as the
nature and scope of maintenance and renewal measures and their influencing variables/
parameters.

3.1.1 Inspection
The data for all inspection regimes for track and turnout systems were pooled. The results are set
out in Figure 3.1 and Figure 3.2, the former only addressing the selected speed range 120 < v ≤
160 km/h. A detailed delineation of all track categories is contained in Annex 3.

Tracks:

Regular inspection periodicity (in month)

Speed Type of Quantity to be measured Measuring

NetworkRail
Range Inspection / Parameter Method

DB Netz

Infrabel

ProRail

SNCF
ADIF

ÖBB

SBB
V perm
(What do we measure?) (How do we measure?)
[km/h]

Gauge
Longitudinal level
Track geometry track geometry
Cross level 12 6 6 3 6 6 6 - 12 6 - 12
testing measuring vehicle
Twist
Direction /Alignment
visual complete evaluation of
12; 2 per
actual state
locomotive
3
Track inspection (additional
manual 1 4 1-2 0.25 (12 from back 0.5 1-3
on foot visual survey of defects in the on foot by
of train)
rail running surface order of
120 < v ≤ 160 inspector)

Ultrasonic
nondestructive track inspection track inspection train 12 6 6 - 24 3 12 4 - 12 6 - 36 6 - 96
testing

Weel loads (Y, Q)

Accelerations on the bogie Measurement car
(on lines with
Vehicle dynamic frames (Y, Z) ICE/T-S; Meetplatform
tilting
(in - 12 - - - 6 - -
inspection
technology) Acceleration in the vehicle 1)
development)/PUPIL
body (Y, Z)
wave length and accelerations track geometry
Measurements 24 12
due to corrrugated rails, measuring vehicle
of the rail length 12 12 - 36 3 12 length and 6 - 12 -
corrugation due to slip and (accelerometers in
profile 12** amplitude
long waves axle box)
Measurements
Measurement car:
of the rail square Wear of rail left and right - - 12 3 12 - 6 - 12 -
Laser
profile

**on tilting technologie lines

Figure 3.1: Inspection regimes for 120 < v ≤ 160 km/h track

48
 Turnouts:

Regular inspection periodicity (in month)

Speed Type of Quantity to be measured Measuring
Range Inspection / Parameter Method

NetworkRail
DB Netz

Infrabel

ProRail

SNCF
ADIF

ÖBB

SBB
V perm
(What do we measure?) (How do we measure?)
[km/h]

Gauge
Gauge variations between neighbouring
measurement points
Switch blade testing
Cross level manual (turnout
< 160 Turnout inspection 6 6 6 6 6 - 12 6 - 24 6 12
Twist inspection devices)
Flangeway and point protection spacing
visual complete evaluation of actual state
visual survey of defects in the rail running
surface
Gauge
Gauge variations between neighbouring
measurement points
Switch blade testing
1)
Cross level manual (turnout *** 6
> 160 Turnout inspection 1-3 3 6 3 - - 2-3 2)
Twist inspection devices) 12
Flangeway and point protection spacing
visual complete evaluation of actual state
visual survey of defects in the rail running
surface

*** 200 to 300 km/h

1)
flangeway and point proctection spacing
2)
for switchblade testing

Figure 3.2: Inspection regimes for turnout systems

3.1.2 Corrective repairs

Given how differently the various railway networks are structured, the definitive mean values for
infrastructure managers’ overall networks are only comparable within the framework of
standardised, defined track categories or standard kilometres. A key influence is exerted in the
case of the track by corrective repairs
- on the rail, taking the form of machining of the rail surface (grinding) and the
replacement of rails (ranging from short sections of replacement rail through renewal
of one side of the track to renewal of both)
- to the track geometry, taking the form of tamping and lining works through to wholly
preventive capital repair of the track with all the attendant accompanying works such
as handling track fastenings, establishing the standard track cross-section, ensuring
the permeability of drainage ditches and deep-level drainage systems, all-in capital
repairs on level crossings etc.
In the case of turnout systems, attention additionally needs to be given to major turnout
components as well as to the actual rails.
It is essential that the aforementioned corrective repairs are carried out in a targeted manner and
in good time so as to avoid having to adopt short-notice measures whose impact is generally
intermittent and of limited duration.
Armed with these fundamental, across-the-board findings, it is then possible to configure
customised maintenance and renewal strategies that are nevertheless dependent upon the
parameters of speed, loading (traffic tonnage and axle load), track design and track layout.

49
Given the absence of route-category data and the incomparability of the data captured, no all-
inclusive (and ultimately deceptive) approaches such as the contemplation of entire route
networks are being entertained.

3.1.3 Renewal
When considering corrective repairs, 1:1 renewals within a given life cycle are to be considered
together. Renewals are to be included in the LCC assessment whether fully self-financed or
involving State aid (as alternative options where applicable). There was corroboration throughout
of the view that corrective repairs strategically planned to ensure full service life are worthwhile
and target-focused not only on grounds of depreciation and amortisation but also for the purposes
of optimising costs and, in particular, enhancing quality and hence extending useful/service life.

50
3.2 Devising a uniform maintenance & renewal strategy for the permanent way

Devising a uniform maintenance & renewal strategy for the permanent way and meeting the
quality aspirations of all participants whilst optimising input on maintenance and renewal
necessarily involve matching up intervention and limit values as well as assessment criteria.
Given the tight timeframe, work has been confined to drafting a uniform maintenance & renewal
strategy for the permanent way with reference to a track category representative of all
participating infrastructure managers.

3.2.1 Representative track category

Finding a representative track category covering all continuous main tracks for all infrastructure
managers necessitated establishing a correlation between the range of the permissible line
speed and tonnage loadings per day (and per continuous main track). The participating
infrastructure managers analysed their route networks with regard to these parameters. The
data were pooled (Figure 3.3).

51
 Total kilometres of continuous main tracks

Network Rail

Network Rail

Network Rail
DB Netz*

DB Netz*

DB Netz*
Infrastructure Company

Infrabel

Infrabel

Infrabel
ProRail

ProRail

ProRail
SNCF

SNCF

SNCF
ADIF

ADIF

ADIF
ÖBB

ÖBB

ÖBB
SBB

SBB

SBB
V perm (km/h)
≤ 80 80 < v ≤ 120 120 < v ≤ 160
Gross tons (t)
0 000 - 10 000 426 7871 484 6845 1650 162 253 11405 1451 6207 386 5165 638 803 354 7979 3383 2773 13 716 59 1.658 34 5555
10 000 - 20 000 38 1987 412 1476 78 0 153 457 504 3486 1830 2954 635 69 369 1743 1704 4526 379 1338 353 1.231 169 2688
20 000 - 30 000 3 560 69 695 38 0 90 238 103 3159 413 1259 432 1 319 794 527 3435 458 999 742 332 385 1822
30 000 - 40 000 2 449 12 0 50 186 66 938 254 0 247 415 285 956 698 31 351 1118
40 000 - 50 000 32 249 83 0 68 106 100 416 236 0 265 385 347 606 425 22 280 977
50 000 - 60 000 0 94 0 0 68 54 20 444 17 0 141 120 100 629 419 0 126 568
60 000 - 70 000 14 75 3 0 16 3 21 220 14 0 76 42 61 669 170 0 286 108
1361 127 5016 657 6895 718
70 000 - 80 000 0 47 0 0 191 11 0 93 44 0 103 16 0 337 164 0 115 80
80 000 - 90 000 0 20 0 0 5 5 27 104 0 0 18 0 44 139 0 0 50 0
90 000 - 100 000 0 11 0 0 1 18 0 32 0 0 14 0 24 151 0 0 49 0
> 100 000 17 22 0 0 5 12 0 98 0 0 13 41 0 317 0 0 82 18
TOTAL (for each speed
531 11779 1092 9983 1864 162 900 12495 2291 17868 3286 11723 2270 873 1919 11535 6475 17629 1568 6857 3030 3273 1927 12934
range)
TOTAL (entire continous
16158 51493 6215 31105 7440 4309 4877 49281 16158 51493 6215 31105 7440 4309 4877 49281 16158 51493 6215 31105 7440 4309 4877 49281
main tracks)
% of speed category
compared to entire
network (continous main 3 23 18 32 25 4 18 25 14 35 53 38 31 20 39 23 40 34 25 22 41 76 40 26
tracks)
Network Rail

Network Rail

Network Rail
DB Netz*

DB Netz*

DB Netz*
Infrastructure Company
Infrabel

Infrabel

Infrabel
ProRail

ProRail

ProRail
SNCF

SNCF

SNCF
ADIF

ADIF

ADIF
ÖBB

ÖBB

ÖBB
SBB

SBB

SBB
Vperm (km/h)
160 < v ≤ 230 >230 Total
Gross tons (t)
0 000 - 10 000 760 91 0 119 0 0 0 1699 755 0 0 0 0 0 310 6775 16942 883 12845 2347 2623 641 26948
10 000 - 20 000 860 67 0 138 0 0 4 2350 234 20 0 0 0 0 0 285 3339 10086 2621 5906 1066 1300 695 7523
20 000 - 30 000 1484 321 21 275 0 0 4 2096 682 127 104 0 0 0 0 664 2799 7603 1065 3228 1212 333 798 5614
30 000 - 40 000 973 188 0 0 0 1156 0 0 0 0 0 4 1325 2531 964 31 648 2879
40 000 - 50 000 648 341 57 0 19 1459 0 0 0 0 0 347 1126 1612 801 22 632 3274
50 000 - 60 000 148 544 49 0 49 668 0 0 0 0 0 283 268 1711 485 0 384 1693
60 000 - 70 000 190 329 86 0 44 217 0 0 0 0 0 691 285 1293 273 0 422 1061
2163 0 1427 144 16862 1646
70 000 - 80 000 128 354 0 0 0 67 0 0 0 0 0 0 128 831 208 0 409 174
80 000 - 90 000 0 73 84 0 11 11 0 0 0 0 0 0 71 336 84 0 84 16
90 000 - 100 000 0 66 0 0 0 0 0 0 0 0 0 0 24 260 0 0 64 18
> 100 000 0 115 0 0 0 10 0 0 0 0 0 0 17 552 0 0 100 81
TOTAL (for each speed
5191 2643 21 2542 276 0 131 9733 1671 1574 248 0 0 0 0 2584 16158 51493 6215 31105 7440 4309 4877 49281
range)
TOTAL (entire continous
16158 51493 6215 31105 7440 4309 4877 49281 16158 51493 6215 31105 7440 4309 4877 49281
tracks)

% of speed category
compared to entire 32 5 0 8 4 0 3 20 10 3 4 0 0 0 0 5
network (continous tracks)

t = accumulated axle load

DB Netz:
* entire operational areas
Network Rail
Data Cut Assumptions:
1. Data does not relate exactly to km/h bands due to mph UK speeds. Cut point assume linear relationship of data
2. Accumulated axle load data represented as metric tonnes per day. This figure is derived from Million Gross Tonnes per Annum
(MGTPA) divided by 363 operation railway days.
3. Accumulated axle load data does not relate exactly to given categories due to UK measure of MTGPA so linear relationship assumed
to calculated relevant breakpoint
INFRABEL : Tonnage calculated according UIC leaflet 714-R
Assumptions: UIC class 7,8 and 9 : < 10 000 t; UIC class 5,6 < 20 000 t; UIC class 4(50%) < 30 000 t; UIC class 4(50%),3,2 and 1 > 30 000 t

Figure 3.3: Frequency distribution of continuous main tracks as a function of speed and load

With the aid of the data collated, a representative track category with a speed range from 120 <
v ≤ 160 km/h and a load of 30,000-50,000 tonnes was selected for initial detailed study.
As Figure 3.3 shows, the track categories overseen by the individual infrastructure managers
differ so greatly in nature that comparisons are difficult to make. The varying loads
(comparatively low in the case of ADIF, for instance, and comparatively high in the case of ÖBB)
and vastly differing speed ranges (predominantly long-distance traffic in the case of ADIF, for
instance, contrasting with the prominent part played by mountainous lines in the case of SBB
and ÖBB) render qualitatively meaningful comparison difficult. The weighting of line properties
amongst the individual infrastructure managers differs, furthermore, examples being the share of
new-build and older lines or of suburban lines and the proportion of the network over which
lower speeds apply (secondary railways in Central Europe, for instance).
52
3.2.2 Influencing parameters

In a subsequent work stage, all the participants’ maintenance and renewal measures and a
representative bandwidth of frequencies were pooled as a function of a variety of parameters.
Influencing parameters (not taking any account of operating restrictions) such as subgrade, track
geometry, age of assets, technical fitments and traffic type (freight, mixed) were assigned by the
individual infrastructure managers to the maintenance and renewal measures selected in
accordance with their importance (Annex 5). Each maintenance and renewal measure has a
bandwidth of frequencies as a function of a variety of parameters. The nature of the influencing
parameters determines whether the maintenance & renewal strategy being selected tends
towards the top or bottom of the bandwidth (Figure 3.4).

Bandwidth of Frequencies

x years y years

e.g. track maintenance all x- y years

Parameter
good quality of substructure poor
good condition of asset/vehicles poor
straight track avg. track category many curves
low age of asset high
good quality of work poor
good initial quality poor
local traffic mode freight/main-line
technical equipment
premium (type of rails, type of sleepers, ballast basic
quality, ironmongery, rail joint/welding)
MRO Minigroup, 11.05.2006 1

Figure 3.4: Bandwidth of frequencies as a function of a variety of parameters

Influencing factors for Maintenance & Renewal activities

Ballast
Quality, standard and material of ballast has a big influence on Maintenance & Renewal activities
and is a key factor to determine the moment of renewal.

Water (drainage system)

Crucial principle is the drainage of the track body and substructure to guarantee stability. Never
invest in substructure without draining the water. Enemy No. 1 is water, thus leads to a
disconnecting layer & bearing layer.
This principle does not relate solely to fit-for-function drainage systems but also to their being
available in sufficient numbers and the free outfall at bridges and ditches etc.

Subsoil quality
According to information provided by SBB, ÖBB and TU Graz, subsoil rehabilitation in connection
with a drainage which works has the biggest effect to track quality (up to 800%). The standard
should be new construction with a long service life and a high initial quality. Initial construction
costs are about 50 % of rail-borne construction methods and the service life can be doubled from
40 to 80 years. PSS (Formation protective layers) is always a compromise solution and should be
chosen only where asphalt is not possible.

53
Geometry design; radii (this particularly concerns radii approx. < 700 m)
Gradient included straight line, curve (without and with superelevation/cant)
Narrow curves provoke higher costs up to 300% in Maintenance &Renewal actions. For curves
smaller than 300 m it can be even much more.

Transport volume

Gross tonnage counts an important role for maintenance & renewal activities, initial quality and
standard material use). Each axle running over the track provokes a static and dynamic force into
the track which causes deterioration and fatigue. Together with the number of force-impact
changes it influences the factor gross tonnage the fatigue, overstrain and wear of the track
components. At good track quality the influence is approximately proportional, at bad track quality
the influence is disproportionate. Corresponding studies run by DB Netz AG reveal a
comparatively low interdependency assuming the dimensions of track components are wholly
adequately.

CWR (continuous welded rails)

A continuous welded rail has a longer service life and reduced maintenance, but needs a good
track quality (ballast profile, geometry).
And therefore infrastructure managers prefer continuously welded rail in all scenarios (except, for
instance, in areas prone to mining subsidence and too narrow curves).

Speed
The influence of a speed increase up to a certain load limit with good track quality is small,
afterwards wear and overstressing strongly increases. With bad track quality the influence of
speed however is large. A speed increase causes an increase of the dynamic forces and affects
directly the overstressing and fatigue. The dynamic vertical forces and their correlation in function
of speed and track quality were examined in the ORE D151 (research). The dependence of the
dynamic vertical forces to the speed and track quality was pointed out in the research report ORE
D151. The dynamic vertical forces do not increase linear to the speed. Starting from approx.
80km/h the development of the dynamic vertical force corresponds rather to a non linear function
to the speed.

Axle load
In the European standards the permissible axle loads are defined with different speed ranges.
(UIC 700; UIC 518).
The damage/deterioration is assumed to be a function of the power of the load according to:

E = k x Tα x Pβ x Vγ

in which:

E = deterioration since renewal or last maintenance action

T = tonnage
P = total axle load (static & dynamic)
V = speed
k, α, β, γ = constants

At DB Netz AG, however, it has not so far been possible to clearly establish the correlation
between good subgrade and the condition of the track on the scale indicated above.
Type of track (sleeper, fastening, rail, ballast)

54
For turnouts, additional factors have to be considered:

Type of turnout (geometry, radii)

Movable or fixed frogs

Traffic percentage over deviation

In general for Maintenance & Renewal activities in turnouts:

- Subsoil more important than for track
- Defect tolerance tighter than for track
- Degradation rate faster than for track

3.2.3 Quality aspirations

The quality aspirations of individual infrastructure managers were presented and discussed
(Annex 4). Achieving the desired quality whilst also optimising maintenance and renewal input
requires the adoption of a “top-down approach”. The desired quality is, for instance, determined
on the basis of the number of faults (rail surface defects, track geometry defects, broken rails). It
is used to extrapolate maintenance and renewal input, which by turn is then optimised between
maintenance and renewal. A comparison between current and designated quality was discussed
by the infrastructure managers. For there to be a solid basis for comparison, however, it would
be necessary to address the entire route network, and this is not feasible owing to the large
differences between networks and to the different ways in which track categories and the
corresponding route standards are defined. More detailed information is required regarding route
standards, as it was not possible within the timeframe earmarked for the investigation to
establish the requisite comparability and consistency. Concerning the concept of quality, it has to
be stated that neither harmonised nor uniform definitions are available.
In the case of surface defects such as head checks, additional uniform definitions and data on
the track lengths concerned are required to achieve comparability.
Likewise, there are no uniform measuring and evaluation methods with regard to track geometry
defects. Differing intervention and limit values make comparison even more difficult.
Temporary, unscheduled speed restrictions are suitable for use as a further criterion. Involved
here are temporary speed restrictions due to defects. The following needs to be determined in
respect of these, though:

- Minimum period in effect (e.g. > 72 h)

- Duration and level of the speed restriction
- Affecting all or specified types of service
- Quantity
- Length and influence (e.g. in delay minutes or delay minutes per 1,000 train-kilometres).

These points have likewise yet to be normalised in the data capture process.

These values were discussed, compared and - with reference to the respective overall route
networks and owing to differing definition methods - are not meaningfully comparable.

55
In the context of quality criteria, maintenance and renewal input was taken to constitute overall
input for track and turnout systems (i.e. inclusive of related works such as ensuring the
permeability of drainage systems, the subgrade etc.) for comparison purposes. Renewal input
relates exclusively to 1:1 renewals and not, say, to new-build lines.
Similarly, it is not possible to meaningfully compare data on maintenance and renewal outlay in
the context of overall route networks.
The initial value is decisive when considering quality. The basis for the following deliberations in
this Subsection 2.3.3 has been jointly drafted and discussed and is summarised below from the
viewpoint of SBB, ÖBB and TU Graz:

The qualitatively best track is the most sustainable and economical track or, put a different way:
best initial quality possible. The best track is the most economical, if the higher initial quality is
converted by appropriate maintenance into an extension of service life and if it will be used with
vehicles with good operating attitude. This primarily means:
- Proactive, preventive maintenance management by condition-based actions & decisions.
- Consistent high quality with low maintenance. Invest in service life, long-life systems and
high maintenance standards.
A reduction in track quality brings higher dynamic forces, an increase in rail failures and a
reduction of service life. Even if intensive maintenance actions will be done, you can never
exceed the initial quality (except: new construction or total renewal).
The formula describes the deterioration of track quality:

Q = Q0 x e-bt

in which:

Q = current Quality
Q0 = initial quality after construction
b
= influence from factors like speed, tonnage, track quality
t
= time

Integrated Maintenance – Expected Quality

0 100 200 300 400 500 600 700 800 900
0
days
integrated maintenance
-5 reduces degradation due to
Q0 Q = Q0×e-bt QI reduced dynamic forces
Q = QI×e-bt
-10

-15 QE
threshold value Q = Q0×e-ct
∆t
-20
conventional
maintenance
-25

-30
MDZ-A

Figure 3.5: Integrated maintenance - anticipated quality

56
Figure 3.5 produced by TU Graz ought also to demonstrate how costs for integrated maintenance
and altered tamping cycles affect overall maintenance input. Integrated maintenance involves
tamping and rail grinding in the same track possession.

Influence of rolling stock

Rolling stock with higher axle loads gives higher wear and overstrain combined with faster
upcoming fatigue. New locomotives have a higher traction force (slip) combined with higher axle
loads. The influence of rolling stock for maintenance & renewal activities is ± 10%. Track-
unfriendly rolling stock (rail-wheel interaction not optimised, high unsprung masses, poor curving
characteristics, no flange lubrication) shortens the service life of track components. The mix of
passenger and freight traffic influences maintenance & renewal activities as well.

COH (Cost of operational hindrances)

The costs of acceleration and deceleration performance of the rolling stock and a number of
assumptions on the impact of a speed restriction, full track blockade, knock-on impacts on later
scheduled trains, possession hours, expected train delay minutes and cancellations would have
to be included in any LCC analysis. The findings in MRO do not include COH because of the wide
range of charge and calculation of these factors by each railway.

57
3.3 Process for optimising maintenance and renewal regime

The designated maintenance & renewal strategy aims to optimise life-cycle costs, availability
and quality (Figure 3.6).

 Reduce life cycle costs (taking costs of

operational complications into account) by
optimising type and sequence of maintenance
and replacement activities

Costs

 Increase of availability by  Increase in reliability

minimising the interference of operating process
into the operating process/  Safeguarding of desired quality
decrease of operational Time Quality of track and network infrastructure
relevant track possessions (speed, capacity, load)

Reference: Team NXI+

Figure 3.6: Target maintenance and renewal-strategy system

Once the current maintenance and renewal regimes have been established and the main cost
drivers defined and segmented by load class and speed range, an optimised maintenance and
renewal regime is drawn up taking account of diverse optimisation methods (life-cycle costs for
optimised regimes, international comparison etc.). In a third step, the potential of the optimised
regime is then defined as the difference between the current and the optimised strategy using a
delta layout (Figure 3.7).

Step 1 Step 2 Step 3

Transparency of Establishing optimised Calculating
Implementation
current upkeep regime upkeep regime potentials

Final  Segmentation by  Optimising  Pre-assumption for  Detailed technical

products load level and approaches transfer to an clarification and
speed ranges  Optimised upkeep optimised regime possible adjustment
 Current upkeep regime (costs, economic of guiding rules
regime  Life cycle costs/
moment etc.)  Training-/Rollout-
 Life cycle costs/ capital value* for  Asset investment by concept for an area
capital value* for optimised regimes age,load level and wide implementation
current regimes speed ranges
 International
 Main cost driver comparison  Potentials (current
value: cash flow and
profit/loss
calculations) as
difference between
current and
optimised regime

* Including costs of operational complications due to track suspension and train delays
Reference: Team NXI+

Figure 3.7: Methodology for optimising maintenance & renewal strategy

58
Whereas quality is at present determined using defined investment resources and types of
maintenance input in many cases - most notably delay minutes and speed restrictions - in future,
optimisation of maintenance & renewal strategy will allow forecasting models to deliver speedier
control and a condition-based approach. A higher degree of quality, i.e. fewer rail surface defects,
ultrasonic errors and track geometry defects etc., will then give rise to lower maintenance and
renewal input than hitherto due to investment resources and maintenance input having been
optimised. Thus, quality defines optimal maintenance and renewal input.

Quality
high
1
Curve 1:
An increase in maintenance effort (e.g.
renewal too early, rail replacement too early)
causes only a limited increase in quality during
LCC the LCC- period. However, the costs increase
Optimum significantly.
Quality
level

Curve 2:
A quality deficiency (far below LCC optimum)
causes an inefficient maintenance effort and a
2 shortening of life cycle.
E.g. many ad-hoc measures, expensive
measures such as rail replacement due to
inefficient rail grinding/earlier renewal are
highly cost driving.

low
low LCC (Life Cycle Costs) per annum* high

* Average costs over the years of life cycle

Figure 3.8: Quality versus avg. LCC per annum

For the purpose of developing a designated maintenance and renewal regime for the UIC having
a defined bandwidth to determine the frequencies of maintenance measures (capital repairs,
machining of the rail running surface, replacing rails etc.) and renewal measures (track and
turnout-system renewal), the current quality was to be compared with that desired citing diverse
maintenance measures. It transpired in the process that pronouncements made regarding overall
route networks cannot be used as comparison values owing to the great diversity of influences.
Serviceable figures for the envisaged track categories and also for the track category selected, to
wit 120 < v ≤ 160 km/h with 30,000-50,000 load tonnes, were not obtainable in the brief time
available for the report. It was fundamentally established that increasing rail grinding and capital
repairs reduces the need for rail and track renewal.

59
 Optimisation by LCC Maintenance Strategies
basics implemented by realisation time
optimised maintenance levels
optimised
maintenance tamping hot spots
cycle condition based tamping planning
M

optimised extension of
maintenance lifespan by intensive rail grinding
for existing maintenance M D
assets
reduction of
asset track integrated maintenance
management possessions combining LLT and grinding
aiming LCC M OH
reduction use assets sub soil rehabilitation
with low specific track for small radii
maintenance
bridges with ballast bed
LCC based
I M
asset
use assets adaptation of construction
decisions with longer frame sleeper
lifespan
soft pad sleepers
M … maintenance
I D
I … investment new operational concepts
dimension of
OH … costs of operational hindrances modularisation
new lines and
D … depreciation stations
I M savings
Optimised Track Maintenance and Renewal UIC Working Group Meeting Paris

Figure 3.9: ÖBB/TU Graz graphic setting out LCC assessments

The approaches to optimising LCC costs are set out in detail in Figure 3.9. They can also be
assigned to one of the following categories:

- Measures that can only be adopted in the course of new-build ventures or renewals
owing to structural renewal being required
Such measures frequently provide extensive scope for economies. Given the durability
of permanent way assets, however, only a small percentage are renewed each year,
meaning that strategy improvements of this kind are slow to take effect.

- Measures that can be performed on the existing permanent way, i.e. straightforward
repair of assets
Such measures can be rapidly implemented once the work required has been
pinpointed. Their short-term nature limits their potential for yielding financial savings
somewhat.

Participants in the MRO Working Group are universally agreed that the drafting of designated
maintenance and renewal regimes requires holistic consideration of LCC for the respective assets
and components thereof, with maintenance and 1:1 renewal measures to be considered together.
Additional thought then needs to be given to funding and State aid as they affect individual
initiatives under the strategy.
The maintenance and renewal strategy has the aims, besides attaining greater plannability of
maintenance measures so as to optimise resource control, of raising the flexibility, speed and
efficiency of fault rectification and of reducing maintenance input in the mid-term (to 2009).
Measure-focus annual schedules for maintenance and renewal are to be entered in the optimised
maintenance & renewal strategy. Where periodicity-based, intermittent inspections are currently
the order of the day, in future a continuously captured inspection database is set to facilitate
condition-based, preventive maintenance.
As already demonstrated, increasing the volume of mechanical repairs carried out on track can
cause quality to be improved. The resultant cut in track renewals may lead to notable cost
economies.

60
The added input associated with an increase in track repair work can be offset by reducing/
postponing various track renewals (where the condition of the material allows). Investment
resources gained through such optimisation (including State resources) can then be earmarked
for other urgent measures such as lastingly improving the average age of assets. Counteracting
the over-ageing of assets in this way leads to fewer malfunctions and faults and thus improves
the quality of the track.

61
3.4 Maintenance strategy discussion
The various points of departure and network structures were discussed on the basis of individual
figures available. There is unanimity regarding principles. The figures need to be captured in a
more differentiated manner in subsequent studies and are hence only represented in barely
comparable form in this Report.
There follows detailed discussion of the key issue in maintenance strategy with attention being
given to the findings arrived at by the MRO Working Group.

3.4.1 Need for a maintenance strategy

The need to develop a maintenance strategy derives, on the one hand, from the longevity of the
assets involved, the creeping emergence of defects and their steadily growing severity with time.
Alongside this, there are considerations concerning depletion of the wear reserve and the
differing nature - and price - of the corrective action required as a function of when corrective
repairs are carried out. Weighing up the case for either economically grinding rails in good time or
replacing rails later on at great cost, as set out above, is a typical example.
Though more expensive overall, it may become necessary to replace rails so as to avoid
constraints (track closures, speed restrictions), i.e. force of circumstance dictates that the work be
carried out. The act of grinding rails to avoid significant cracks forming in them may be performed
years beforehand, at a time when there are other measures and forms of expenditure, some of
which may be urgent, competing vociferously for decisions on corrective repairs to go their way. It
is only with the aid of copperbottomed, universally acceptable strategies that requisite measures
can be adopted in good time. This holds particularly true for large enterprises with strongly
diversified decision-making structures.
Introduced by mutual consent, the strategy thus becomes the key to plannability, commercial
success and quality in track maintenance.

3.4.2 Overall network figures

The overall network figures for maintenance input are not being represented here, as there are no
detailed figures in place or imminent as yet. The reason for this is that the existing figures cannot
be directly compared, involving as they do a mixture of all characteristics of network sections
containing continuous main tracks, passing tracks, track in train-formation and stabling facilities,
and other track. Differences exist, for example, regarding the following jointly drafted parameters
for track:

1. Initial quality (condition as new)

2. Operation

- CWR
- Speed
- Axle load
- Transportation volume + mix persons/freight
- (Influence of rolling stock)

3. Maintenance

- Water (drainage system)

- Subsoil quality
- Radii/track design (gradient)
- Type of sleepers
- Quality of well geometry
- Elasticity of track

62
The cost of operating inconveniences additionally needs to be factored into the various
assessments.

The following parameters are additionally applicable for turnout systems:

- Welded, non-welded turnout

- Design
- Type of turnout
- Frog type
- Quality of rails
- Load volume on turnout/main line
- Turnout on curve/straight/cant
- Turnout angle/turnout radius
- Traffic (turnout/main line)

3.4.3 Further course of action

Absolutely essential for realistic, target-focused consideration of any comparison and for
determining future strategies are either clustering and division into track categories or defined
standard kilometres for the various categories.
There is always a need to weigh up whether such clustering or classification allows relations
between the railways considered by the MRO Mini Group to be adequately characterised to the
extent that
- pronouncements are possible notwithstanding the, in part, strongly differing structures and
characteristics of the respective rail networks, and
- data-capture input is of a reasonable scale.

This approach is indispensable for any further studies/working groups.

The approach adopted thus far will be built upon and is the objective for the further course
of action

The following system of classification has been drafted for discussion:

- Route speed: a) 80 km/h < v < 120 km/h

b) 120 km/h < v < 160 km/h
c) 160 km/h < v < 230 km/h

- Subgrade: good conditions, i.e. without any significant influence on maintenance

carried out on the permanent way (includes properly functioning drainage)

- Service load: a) > 30,000 t (gross tonnes per track)

b) < 30,000 t (gross tonnes per track)
(average daily load)

- Definition of track radius spectra causing differing levels of stress to be exerted on the
permanent way (angle-of-attack behaviour of wheelsets, slip-wave formation etc.):

a) r > 700 m
b) r ≤ 700 m
c) r ≤ 300 m.

63
3.4.4 Defining the quality of the permanent way
Much use is made of the term ‘quality of the permanent way/track’ but it is seldom clearly and
consistently defined.
It is customary to resort to elements describing the geometry and condition of the track in terms of
defects or wear reserve on the one hand and, on the other, to elements covering track-vehicle
interactions plus the dynamics of vehicle movements.
Such elements or defining variables include:

- Number of defects (track geometry, broken rails, internal rail defects and rail surface
defects)
- Number and size of defects
- Change in the number of defects
- Number of defect-related speed restrictions per length of line (annualised mean)
- Number of disruptions
- Length of disruptions (fault delay times)
- Delay minutes per day (annualised mean, if need be by train type)
- Ride comfort (heavily vehicle-dependent, also cf. size of defect)

The following points need weighing up in the process:

- It is comparatively easy to record malfunctions and defects but this only has limited
pronouncement value as regards quality.
- Delay minutes are a practicable criterion for operations but are very problematic when it
comes to cross-calculating the impact on them of defects and malfunctions and are heavily
dependent on the operating schedule adopted.

From a maintenance point of view, consideration needs to be given not only to the customer-
specific track-vehicle interaction and the technical dimensions of the track (inclusive of defects
etc.) but also, notably, to the issue of maintenance costs and life-cycle costs.
Quality, therefore, is also a plannable, ongoing maintenance requirement item itself. This can only
be acted upon by adopting rigorously strategic approaches and more differentiated, e.g. track
category-based, strategies on a large scale. To nevertheless be able to draft and delimit a
definition of quality, it is necessary to proceed systematically. It is essential that quality indicators
and the changes they undergo be consistently adopted and analysed. To this end, it is necessary
to analyse degrees of scatter in readings with a bearing on quality, typical examples being
frequency distribution or standard deviations. The standard deviations identified are of particular
relevance to data quality.

64
3.5 Other findings
Measurement trains and techniques were considered in detail separately, together with means of
funding measures. They are all factors underpinning maintenance strategies and quality
discussions and are hence of particular importance.

3.5.1 Measurement trains

All participants presented the measurement-car technology used by their infrastructure managers
at meetings of the MRO Working Group. Differences between the various companies regarding
assessment variables, measuring methods and measurement cars became apparent here. There
is thus deemed to be a case for directly comparing readings (i.e. conducting measurements with
differing measurement cars on a test track). Detailed information about the measurement
techniques can be found in Annex 7.

3.5.2 Funding measures

To facilitate qualitative and quantitative comparisons of data from all participating infrastructure
managers, a list was made of all the main maintenance and renewal measures for track and
turnout systems. These measures were subdivided into maintenance and renewal measures by
the infrastructure managers in accordance with their prevailing definitions and entered together
with the applicable form of funding. The following tables summarise the information collated
(Figure 3.10 to Figure 3.13)
At ÖBB, track renewal only counts as investment if 90 % of a section is renewed. A turnout
system renewal counts as an investment measure if several turnout system parts are renewed.

65
 Repairs involving captial resources

NetworkRail

4)
DB Netz

5)
Infrabel
1)

2)

ProRail

SBB

SNCF
ADIF

ÖBB
Maintenance Measures

Levelling/Lining/Tamping of tracks and turnouts X X X X X X X

Individual faults tracks and turnouts X X X X X X X
Removal of muddy patch X X X X X X
Machining of rail surface X X X X X X X
Rail replacement X X X X X X X
Rail replacement scheme (>1000 m, both sides) X
Replacement of larger parts in turnout (frogs, etc) X X X X X X
Fitting of replacement rails up to 15 m X X X X X X X
Building up by welding X X X X X X
Replacement of individual sleepers X X X X X X X
Replacement of adjoined sleepers X X X X X
Subgrade refinement (> 100 m)
3)
Track renewal (> 1000 m and complete station tracks) X
3)
Turnout renewals X

ADIF:
1)
Responds now to funds provided by the Spanish State Administration
via Programmed Contract for a certain years period. However, in the future
should be financed by incomes from taxes imposed to operators due to the use
of infrastructures
NETWORK RAIL:
Network Rail funhding derrives from track access charges agreed with office of rail regulator. Company financed investments and
maintenance budgets are both authorised by this "federal authority". Network Rail is an infrastructure company and does not directly
receive passenger "fare box" income.
ÖBB:
2)
Teilweise wird Instandhaltung durch das Infrabenutzungsentgelt bezahlt, teilweise über einen Zuschuß
für Qualitätsanforderungen durch das Bundesministeriums in Form eines Leistungsvertrages gemäß
§ 42 des Eisenbahnstrukturgesetzes
3)
Weichen sind nur Investtition wenn mehrere im Verband erneuert werden;
Gleiserneuerungen sind nur Investition wenn 90% eines Streckengleises erneuert werden
ProRail:
4)
In the Netherlands there is a difference between so-called exploitation and investment costs. In the end Government finances both cash
flows (through different decision-making processes).This excludes the coverage of variable maintenance costs by User Charging (15-20% of
the total).
SNCF:
5)
In France, there is a differnece between exploration costs (Figure 3.10) and investment costs (Figure 3.11); RFF finces both

Figure 3.10: Funding various types of repair works for track and turnout systems
- repairs involving capital resources

Figure 3.10 reveals that the various types of corrective repairs involving capital resources are
virtually identical in all cases. It needs to be pointed out in this respect that, for a fixed time-span,
ADIF is still being provided with capital resources by the Spanish government. These measures
are to be financed through taxes paid by infrastructure users in future.

66
 Investment measures involving State Aid

NetworkRail
DB Netz

Infrabel

5)
ProRail

SBB 4)
ADIF

ÖBB

SNCF
Maintenance Measures

Levelling/Lining/Tamping of tracks and turnouts

Individual faults tracks and turnouts
Removal of muddy patch X>100m
Machining of rail surface
Rail replacement
Rail replacement scheme (>1000 m, both sides) X
Replacement of larger parts in turnout (frogs, etc) X
Fitting of replacement rails up to 15 m
Building up by welding
Replacement of individual sleepers
Replacement of adjoined sleepers X
Subgrade refinement (> 100 m) X X X X X
Track renewal (> 1000 m and complete station tracks) X X X X>100m X
Turnout renewals X X X X X

NETWORK RAIL:
Network Rail funhding derrives from track access charges agreed with office of rail regulator. Company financed investments and
maintenance budgets are both authorised by this "federal authority". Network Rail is an infrastructure company and does not directly
receive passenger "fare box" income.
SBB:
4)
Investment appraisal
SNCF:
5)
In France, there is a differnece between exploration costs (Figure 3.10) and investment costs (Figure 3.11); RFF finces both

Figure 3.11: Funding various types of repair works for track and turnout systems
- investment measures involving State aid

In Figure 3.11, SBB merely provided an estimate.

67
 Investment measures involving capital investment resources

NetworkRail

8)
DB Netz

Infrabel
5)

7)

SNCF
ProRail
ÖBB
ADIF

SBB
Maintenance Measures

Levelling/Lining/Tamping of tracks and turnouts X X

Individual faults tracks and turnouts X
Removal of muddy patch X<100m

Machining of rail surface X

Rail replacement X
Rail replacement scheme (>1000 m, both sides) X X X
Replacement of larger parts in turnout (frogs, etc) X
Fitting of replacement rails up to 15 m
all w elded
Building up by welding used very
Replacement of individual sleepers rarely
Replacement of adjoined sleepers not used

Subgrade refinement (> 100 m) X X X

6) 3)
Track renewal (> 1000 m and complete station tracks) X X X X X<100m
6) 3)
Turnout renewals X X X X

ADIF
5)
We can only consider into these category investments done in machinery or vehicles for maintenance
No maintenance works are included into this category
DB Netz:
6)
5-10% equity capital
NETWORK RAIL:
Network Rail funhding derrives from track access charges agreed with office of rail regulator. Company financed investments and maintenance
budgets are both authorised by this "federal authority". Network Rail is an infrastructure company and does not directly receive passenger "fare
box" income.
ÖBB:
3)
Weichen sind nur Investtition wenn mehrere im Verband erneuert werden;
Gleiserneuerungen sind nur Investition wenn 90% eines Streckengleises erneuert werden
ProRail:
8)
In the Netherlands there is a difference between so-called exploitation and investment costs. In the end Government finances both cash flows
(through different decision-making processes).This excludes the coverage of variable maintenance costs by User Charging (15-20% of the total).
SBB:
7)
Government founds, Provit & Loss statement (income statement)

Figure 3.12: Funding various types of repair works for track and turnout systems
- investment measures involving capital investment resources

The details furnished by ADIF in Figure 3.12 only cover investment in machinery and vehicles for
maintenance (not actual maintenance works). The figures for DB Netz AG include 5-10 % capital
resources for track (>1000 m) and turnout system renewals. The SBB figures relate to federal
resources/profit-and-loss account.

68
 Preventive Repairs

NetworkRail

8)
DB Netz

Infrabel

SNCF
ProRail
ADIF

ÖBB

SBB
Maintenance Measures

Levelling/Lining/Tamping of tracks and turnouts X X X X (X) X

Individual faults tracks and turnouts
Removal of muddy patch
Machining of rail surface X X X X X X X X
Rail replacement X X X X
Rail replacement scheme (>1000 m, both sides) X X X X X X
Replacement of larger parts in turnout (frogs, etc) X
Fitting of replacement rails up to 15 m X
Building up by welding X X X X X
Replacement of individual sleepers X X X X
Replacement of adjoined sleepers X X X X
Subgrade refinement (> 100 m) X X X
Track renewal (> 1000 m and complete station tracks) X
Turnout renewals X X

NETWORK RAIL:
Network Rail funding derrives from track access charges agreed with office of rail regulator. Company financed investments and maintenance
budgets are both authorised by this "federal authority". Network Rail is an infrastructure company and does not directly receive passenger
"fare box" income.
PRORAIL:
8)
Major track renewal has been primarily based on cash funding from government in the last decade, however some changing are taking
place here. At the moment a so-called investment part is distinguished within the overall price for track renewal. This is related to the
"strengthening" of the track (as compared to existing track structure). It is expected that quite soon (maybe 1 or 2 years) track renewal will be
considered entirely as "investment". Then track will also be depreciated as a normal capital resource.

Figure 3.13: Funding various types of repair works for track and turnout systems
- preventive repairs

A large proportion of track renewal ventures conducted by ProRail over the past decade have
been primarily financed through federal resources. It is anticipated, however, that track renewal
will be regarded as investment in its entirety within the next year or two.

69
4 Conclusion/MRO Working Group recommendations
Findings to date point to there being scope for economic and qualitative improvement of varying
kinds - depending on the infrastructure manager concerned - if the maintenance and renewal
strategies in place take account of life-cycle costs. This involves infrastructure managers adopting
specific optimisation approaches. Already today there is a case for considering conditions on
defined, largely homogeneous sub-networks or selected lines separately, on the basis of the
mode of procedure delineated, with a view to optimising costs and quality.

70
4.1 Uniform UIC recommendation
The network or line-specific application of LCC assessments is recommended. Such moves can
be placed on a solid comparison basis with the aid either of refined studies or of such that have
yet to be proposed.

71
4.2 Further action needed
The comparison of inspection regimes shows that both inspection cycles and the measures/
appraisals arrived at on their basis vary considerably in some cases. There is a growing need to
act to unify and standardise processes.
The measurement-car technologies employed by the infrastructure managers were presented to
the Working Group and discussed. Differences between the various companies as regards
assessment variables, measuring methods and measurement cars became apparent in the
process. Given these differences, it is recommended conducting comparison measurements
involving all track measurement trains operated by the infrastructure managers on a selected
uniform section of line. This would enable direct comparisons to be made of readings as well as
of the maintenance or renewal measures taken by the individual infrastructure managers on their
basis.

72
4.3 Continuing the project
There is a very good case for advancing the work performed to date given that processes are
constantly changing and technologies being further refined. Ongoing, informed interchanges of
experience are only possible if regular meetings (2-4 times a year) continue to be held, however.
The promising findings arrived at thus far by the MRO Working Group ought, therefore, to be
further pursued with the express aim of specifying standardised comparison sections, sub-
networks etc. for data-capture purposes that are sufficiently comparable in terms of dimensions
and figures or, indeed, of specifying defined standard kilometres.
As regards the technical and economic significance of robust input and cost values, it is
recommended assigning the 2nd work package thus defined to a further working group, which will
be able to directly build upon the findings arrived at as well as upon structured perspectives.
An invitation to define the 2nd work package will probably be initiated by the UIC according to
current circumstances.

73
5 Summary
The “Maintenance/Renewal Optimisation (MRO)” working group elaborated a common sight of 8
railway infrastructure companies with the UIC and the Technical University of Graz about
maintenance strategy for the permanent way.
It becomes obvious that the basic principles of condition oriented economic maintenance strategy
are part of common knowledge. Cost intensive and – in terms of quality – questionable ad-hoc
measures should be avoided.
The comparability of information and data about maintenance subjects appears to be very difficult
due to the inconsistency of relevant values and scales:

- LCC methodologies are not standardized

- Quality levels and quality scales for the permanent way are difficult to define
- Description of track quality inconsistent
- Methods for detection and evaluation of track defects vary

Particularly the latter leads to the fact that same defects in the track have different results
regarding dimension of defect and therefore require different measures for maintenance and
repair.

Comparison of network-wide maintenance expenses standardized on the basis of accumulated

assets leads to an unacceptable equalisation and simplification as consequence and inaccurate
results that cannot be compared seriously.
A possible approach is to collect and compare all expenses for selected track categories (speed,
axle load, gross tonnage, track structure,…). Such approach visualises the differences regarding
expenses and efficiency structures, but requires relevant unification regarding quality definition,
allowable track defects, and interruption levels.
Due to the inconsistency of defined measurement and counting systems, which are subjected to
different application modes, the comparison of measurement results are challenging.
Thus, the working group suggests comparing all available measurements on the same selected
track section and evaluating the records under use of the regular evaluation scales for each
system. The comparison of those results will be of high interest.

In spite of the problematic getting comparable figures and data, the common elaborated basic
principles of the shown strategies can be seen as widely stable.

The following principles can be derived from the results of the working group:
- global view of maintenance and investment is absolutely required
- long durable and wear dependent condition of asset lead to different measures and require
the application of a maintenance strategy
- LCC- methodologies as basis for cost optimized strategies are absolutely essential
- Informative comparisons on the basis of measures and figures can only be achieved with
normalized and limited “standard kilometre” or line categories (e.g. 120 km/h < v ≤ 160
km/h, gross tonnage, etc.)
- Comparable evaluation scales are only achievable on the basis of uniform quality definition

Introduced by mutual consent, the strategy thus becomes the key to plannability,
commercial success and quality in track maintenance.

74
Annexes
Annex 1: Maintenance Strategy

a) ADIF
b) DB Netz AG
c) Infrabel
d) Network Rail
e) ÖBB
f) ProRail
g) SBB
h) SNCF
i) TU Graz

Annex 2: Definitions of Maintenance

a) DIN 31051 UIC Definitions

b) Presentation DB Netz AG on Definitions of Maintenance (DIN 31051)
c) EN 13306
d) TSI Maintenance
e) TSI Infrastructure

Annex 3: Comparison of Inspection Regimes

a) Inspection Regimes Track

b) Inspection Regimes Turnouts

Annex 4: Impact of Quality

a) ADIF
b) DB Netz AG
c) Infrabel
d) Network Rail
e) ÖBB
f) ProRail
g) SBB
h) -

Annex 5: Comparison of current condition of Maintenance and Renewal Measures

Annex 6: Future Vision

a) ADIF
b) DB Netz AG
c) Infrabel
d) Network Rail
e) ÖBB
f) -
g) SBB
h) SNCF

75
Annex 7: Measuring Techniques

a) ADIF
b) DB Netz AG
c) Infrabel
d) Network Rail
e) ÖBB
f) ProRail
g) SBB
h) SNCF

76
References
Section 2:
Reference 1: Overview Maintenance Cost and Quality of DB Netz AG

Subsection 2.2.5:

Reference 2: Lehr; Veit, Wogowitsch: "Workshop Oberbaustrategien; Gleise und Eisenbahnkreuzungen",

2000, ÖBB
Reference 3: Veit, Wogowitsch: "Workshop Fahrwegstrategien; Weichen"; 2002, ÖBB
Reference 4: Teufner, Veit: "Workshop Fahrwegstrategien; Brücken", 2002, ÖBB
Reference 5: SWITCH: 2005, ÖBB- Betrieb AG
Reference 6: Schilder, Stelzer: "Oberbaukonstruktion für Gleise und Weichen"; 1999, ÖBB
Reference 7: Schilder, Wogowitsch: " Dienstanweisung für Altstoffe", 2001, ÖBB

Subsection 2.2.6:

Reference 8: Zoeteman A., Asset Maintenance Management: State of the Art in the European Railways,
Int. J. Critical Infrastructures, Vol. 2, Nos. 2/3, 2006, Inderscience
Reference 9: E.J.M., Dollevoet, R. et al., Relationship between Track Geometry and the Development of
Rolling Contact Fatigue damage, WCRR Montreal, 2006
Reference 10: Esveld C., Steenbergen M., Force-based assessment of rail welds, WCRR Montreal, 2006
Reference 11: Zoeteman A., Life Cycle Costing – the Dutch experience, Journal of the Permanent Way
Institution, United Kingdom, York
Reference 12: Zoeteman A., Van Meer G., A Yardstick for Condition-Based and Differentiated Planning of
Track and Turnout Renewal: A Major Step towards Full Decision Support, WCRR Montreal,
2006
Reference 13: Van Ginkel W., Track geometry assessment based on vehicle response: Innovative
solutions to old problems, European Railway Review, 2005
Reference 14: Redeker R. and D.E. Brugman (2003) Ferndiagnose von Eisenbahnobjekten, in: Eisen-
bahningenieur, Vol. 54, No. 3, pp. 16-20.

77