Railway Data and Digital Technology (English) (Download attached)

The rapid development of digitization and deep technology is already affecting our railway system. More recently, we have seen the introduction of remote condition monitoring, while manual inspections have been limited due to lockdowns. We have seen new timetables rolled out at record speed and collaboration among different stakeholders enhanced with the help of the convenience of virtual meetings.

In developing our rail innovation strategy last year, we found that many innovations depend on the availability of high-quality data, people who understand how to use it, and organizations that can use data and digital technologies.

Therefore, in winter 2022, we educate our members about the needs, opportunities and challenges of a better adoption of digital technologies in the railway industry. Through this collaboration, we have presented six demands to government, policymakers and customers to enable, accelerate and ensure the success of UK rail's digital transformation in the digital decade.

In support of these requirements, this document looks at the past, present and future of digital railways.

The railway industry has been using digital technology in its signaling systems since Victorian times, developing complex interlocks as digital state machines. More recently, the rollout of in-car signaling systems - ERTMS (European Rail Transit Management System) and ETCS (European Train Control System) - has been renamed "Digital Railway" to properly reflect the scheme's attempt to place itself in the hearts and minds of the public , while dropping some terminology that is prevalent in our industry.

Today, there are many initiatives to support our railroads into the digital decade. These include a railway sector agreement and the creation of a railway data marketplace for better data sharing and access. The Rail Technology Strategy provides a future technology roadmap outlined in five functional priorities, and UKRRIN's Center of Excellence for Digital Systems supports cutting-edge research and development in this area, not to mention the considerable expertise and experience across our supply chain.

All of these moves and more fit into the government's broader ambitions and strategy around data, artificial intelligence and cybersecurity. We imagine the railways of the future - filled with smart sensors feeding information into data lakes for AI systems to optimize maintenance and operations. A rail that fits the user and is fully integrated into the wider transport system.

To better expand on our six requirements, we shared direct feedback from members represented under each requirement, sharing challenges, suggestions and ideas from members who helped us develop this document.

Key Information:

The digital transformation of railways requires leadership, strategy and action, starting now. British railways will undergo a digital transformation. No one, be it client, supplier or customer, can wait until years after BR is established to have strong cross-sector leadership, develop strategy or have a strong commitment to the right changes and investments.
The UK workforce needs to be empowered: by upskilling and creating the right culture. Technology doesn't exist in a vacuum. At the heart of every process, digital or otherwise, are people. Rail needs a cross-industry push to ensure our people have the right skills for the new digital world, and we need to empower those people through broad cultural and organizational change to reap the full rewards.
Every organization should put customers at the heart of everything it does and remain open to change. The freight or passenger customer of the 2020s is no longer the customer of the 1990s, and the customer of the 2030s will have greater service and information expectations. The world is always changing. We need to continually ensure our products reflect these expectations through collaboration with our customer-supplier interface.
Invest in innovation. Investment implementation. Railroads are experienced creators and users of data; however, digital capabilities are developing at rates unimaginable just a few decades ago. The industry needs to be open to different ideas, both new and seasoned innovators in rail and other industries. This requires investment in innovation, implementation, and consequent business change.
Operations and maintenance must embrace the digital future. Maintenance and operations will inevitably change as more data (and subsequently knowledge of assets and status) becomes available. However, such knowledge should not be considered as additional knowledge. To reap the full benefits, digital technology needs to become a core business activity. This means building digital approaches from the ground up and designing assets, operations and maintenance around them.
Collaboration and openness are critical, and it starts with the customer. The East Coast Digital Initiative is demonstrating what can be achieved by working closely with open, agile customer supply chains. This can be used as a model for other digital outreach, encouraging customers to openly share their opportunities, challenges and needs. The sharing of reliable data sets through appropriate channels should be built into procurement and service contracts to ensure compliance throughout the supply chain.