In the coming years, many routes will see more, longer, and new trains running. This growth in traffic requires major changes to the infrastructure, but also to the energy supply network. To manage this effectively, ProRail has established the TEV (Traction Energy Supply Network) program.
In the coming years, more, longer, and new trains will be running on many routes. Logistically, this must be feasible. This means it must comply with current noise, vibration, and safety standards, but also that the infrastructure can handle it.
However, significant adjustments to the current infrastructure are needed to accommodate the expected growth in transport volume. These include additional tracks, more stabling yards, and longer or wider platforms.
Robust TEV network
Another crucial prerequisite is the power supply to the trains (Traction Power Supply Network). Currently, it's already impossible to run more trains on several track sections. This presents a challenge.
To address this challenge, ProRail has established the TEV program. This program aims to provide a robust TEV network that offers sufficient TEV capacity in a timely manner to meet expected transport demand (reference 2030).
This requires expanding the current energy supply grid. This can be achieved by installing new substations, upgrading existing ones, converting switching stations, and laying more cables. However, there is no standard solution.
This requires customization
A customized solution is being developed for each location, and we're also considering which locations would logically be converted first. To achieve this, several factors are first identified.
For example, what are the current bottlenecks? When should the production step be completed? Is there a budget available? What does the environment look like? Can our suppliers deliver EV equipment on time? And, relevant in the current energy market: can the regional grid operator provide an additional 10kV connection?.
These are the questions Delta Pi colleague Joël Luyk as a risk management consultant for the TEV program . Joël looks at the key issues through a risk lens and helps the program achieve its challenging objectives in a controlled manner. This contributes to greater predictability throughout the entire TEV chain.
Success factors
When asked, Joël indicates that he uses four critical success factors for good program risk management.
- Actively seek connections with other disciplines. Explore the possibility of integrating disciplines together with other management disciplines (planning, finance, management, and quality management). And clearly define the steps for both the short and long term.
- Involve the entire chain. The TEV program has multiple internal clients (capacity management, high-frequency rail program, asset management), each with their own interests and concerns. The program risk dossier must reflect these concerns across the board and serve as a communication tool across the various sectors.
- Ensure the follow-up of control measures. Regularly discuss the status of control measures in various program committees and contact the owners of the measures as needed. Avoid having measures discussed only during a periodic risk session.
- Bring – and maintain – risk data at a level where it can serve as management information. This places demands on the quality and timeliness of risk data. A risk file with general risks and corresponding measures may give the impression that risk management is in order, but does it provide the right insights for management?
By working with the above success factors, risk management becomes a cross-functional discipline within the program. Complex issues like those facing ProRail can be effectively managed through sound risk management.
