Summary
Substantial benefits can be realised by the intelligent deployment of signalling and traffic management technology on the rail network through the Digital Railway programme. Elements of the Digital railway are already in use on some metro lines or on a small scale on the railway; others are being trialled. The Digital Railway programme would accelerate the deployment of such technologies across the entire rail network. In developing and considering the business case for the programme, the Government and Network Rail should not lose sight of the fact that such improvements are not a panacea, that they may not lead to dramatic capacity improvements on all routes, and that moving ahead with caution will help ensure the right interventions are used on the right routes.
Network Rail has a responsibility to keep its plans measured and realistic. If it produces over-ambitious plans that then need to be scaled back, it risks discouraging further investment in the UK by rail technology suppliers. This has happened before, and must not happen again. It is important that the Department for Transport and Network Rail make a realistic assessment of how much extra capacity the Digital Railway can deliver to meet growing demand. The Digital Railway is one of a number of responses to demand for extra capacity. The Department will need to ensure that the most effective and efficient options are deployed on each route. Where the Digital Railway offers the best solution it is important that other work, such as improving station capacity, is done to enable the investment in the Digital Railway to deliver its full potential.
We are encouraged by the prospect of a fully cross-industry delivery plan, and urge Network Rail to ensure that the rhetoric is matched with action. The term Digital Railway does not represent a specific technology but covers a range of systems. While we do not advocate or reject any specific option—such as ETCS Level 2 or Level 3—we do recommend that Network Rail undertakes a full cost/benefit analysis of all potential systems and publishes this work for wider consultation before finalising its strategy. Where relevant, the Digital Railway programme should seek the input of rolling stock owners, both passenger and freight rail operating companies, technology suppliers, and trade unions representing rail workers. It will be impossible for the Digital Railway programme to deliver the benefits it promises without a whole sector approach.
The programme is an opportunity for innovation in a variety of other ways: the use of Rail Operating Centres, how timetables are planned, and how rail infrastructure is financed. These opportunities should be explored as the programme is developed.
We await the business case for Digital Railway with interest.
21 October 2016