Harnessing InfraTech to put rail modernisation on track

A theme in our discussion was that there is a mismatch in some cases between the problems that need to be solved and technology solutions that are effectively “looking for a problem”. To be effective, InfraTech must address specific needs and requirements, not just be clever ideas. As John Priestland put it: “Operators need to start with the problems, not the solutions. Start with issues that are manageable and can be solved. Remember too that technology is probably only about 10 per cent of the challenge. The rest is around the people, processes and culture in deploying the solutions".

Related to this is the sheer number of solutions being developed. For example, we were asked to carry out a review by a Network Rail region of their technology strategy. We found that there were around 300 proofs of concept and initiatives in play. A lot of these were either duplicative – different ways of solving the same thing – or saw the same technology being used for different purposes – operational performance over here, safety over there – and wasn’t being joined up to realise the synergies. Others were tactical investments to solve one-off issues rather than being part of a scalable strategy.

A key action, therefore, is to stand back and review the portfolio of initiatives. Then, prioritise, consolidate and group them into a coherent and targeted approach. 

Another critical success factor is to be able to use the outputs of the InfraTech that’s being implemented. In other words, analytics is key. Yes, it’s an advance to use drone technology to survey miles of track – but if someone then has to sit down and review all the hours of footage, how much of a step forward is it? That’s why harnessing AI and ML-based applications that can intelligently analyse and interpret results is crucial. Only in this way can data be turned into insight, which in turn can be used to improve performance, sustainability, safety or cost. Meanwhile, large language models and Generative AI such as ChatGPT hold significant potential too – for example, they could be used to write and update the industry’s O&M manuals or scan huge volumes of documentation for specific pieces of information, dramatically increasing efficiency and freeing up people for other tasks.

Hand in glove with analytics comes data interoperability. It is key to think about, and improve as necessary, the way that different parts of a network speak to each other. A flow of data and information between systems is essential to derive the full benefits from it. It’s the sharing and exchange of data that creates the ability for modelling and scenario planning, and enables processes to be streamlined and costs lowered. Digital twins can also be built that are much more efficient for exploring different scenarios than physical experimentation, and have a significantly lower carbon footprint.

Another key component is bringing the InfraTech solution providers and the rail operators and contractors together. And this opens up issues around procurement. Much of the industry is covered by public procurement rules and a system of frameworks. But there is no specific framework for InfraTech. The frameworks are usually only renewed every 3-5 years – which means that a start-up with a brilliant new proposition may have to wait a long time before it can get onto one. This could kill their viability as a business, or mean that they decide to pivot their proposition to a use case in a different industry instead.

We discussed the various efforts underway to address the issue. And there are some encouraging signs of change, as Carolina Toczycka of Lenz Labs commented: “Multi-year frameworks have timelines that aren’t in sync with the needs of users. They also tend to play better for the established technology providers who are already on them. But we are seeing a growing openness to bring more SMEs onto the frameworks, as well as clauses making it mandatory to provide an API which enables other applications to be built on top.”

It’s not just about getting onto frameworks, of course. Solution providers need to be able both to “gain the buy-in of the originators of the workflows” as Carolina put it, and speak the language of the C-Suite so that their proposition will resonate in business terms with a clear ROI.

“With so many stakeholders, it’s complex to bring them all through,” John Priestland said. “It’s about getting the real quality in front of the right people, as well as bringing more of the technologies together.”

While there are undoubted challenges, InfraTech’s potential for the industry is huge. Now, it’s about building on the momentum achieved, channelling it into a focused strategy, and collaborating, sharing and innovating to build the rail system of tomorrow.

If you have any questions relating to InfraTech for rail, do please get in touch. Our Infrastructure Advisory Group has an extensive track record working with the rail industry and related sectors such as transport, utilities and defence.