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Railway is a crucial component of public transportation worldwide, serving as a backbone for efficient and sustainable mobility. The EMSD is mindful of the importance of railway safety and reliable for every users, we collaborated with railway operators to carry out proof of concept projects using advanced detection and maintenance technologies. For example, the “Tramway Derailment and Collision Prevention System” is to develop a real-time detection and alert system for small foreign object trapping in tram track to
enhance operation safety of tramway. The “Semantic AI for preventive maintenance in Permanent Way of Railway System” is to exploit a wide range of railway data to identify the contributing factors, ranking and predict the incident probability for railway track system. This presentation will share the concerted effort of EMSD and the railway trade on promotion and adoption of various I&T applications on major railway systems, it helps paving for a safe and sustainable railways to the benefit of the whole community in HK.

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The previous level crossing physical assessment model was designed to ensure compliance with the SANS 3000 level crossing standard (SANS 3000-2-2-1:2012) in 2012 which became obsolete from November 2021. It is therefore important to ensure that the level crossing physical assessment model is evaluated and aligned to the new level crossing standard, SANS 3000-2-2-1: 2021 (Requirements for systematic engineering and operational safety standards Ð Track and Associated Civil Infrastructure and Installations
Ð Level crossings). The objective of the risk assessment process is the successful management of identified hazards. It is aimed at protecting the level crossing user, network operator or road authority, or persons close to the level crossing, against adverse consequences of exposure to risk, by reducing the probability and severity of undesired events. This process, as prescribed through the SANS 3000-2-1 standard is complex and requires extensive training, experience and knowledge of a team representing the rail- and roads authority. To standardize the outcome of the assessments and manage the risk analysis, available technology to aid in the physical assessment needs to be implemented. The 4th Industrial Revolution, also understood as the-internet-of-things, not only accelerated the development of new technology but also enabled the integration of the technology that allows access to a range of new data. In this paper the available technology for the physical assessment of level crossing and the integration of the data is explored with a specific focus on the prevention of occurrences at level crossings.

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The project team developed a train-borne infrastructure inspection system and utilized various advanced technologies including Simultaneous Localization and Mapping (SLAM) in the 4th Generation of LiDAR, stereo computer vision with advanced AI algorithms, dual-band infrared imaging and edge computing with 5G technology for infrastructure inspection. The system is mounted on the passenger train and detected the concrete spalling & crack, water seepage and trackside equipment displacement along the
tunnel at 80kph train speed during service hours.

The 4th Generation of LiDAR with SLAM technology produced a precise 3D point cloud for mapping and positioning of train and infrastructure defects inside the tunnel. The LiDAR is capable to scan the surrounding environment at 10 rotations, 2.6 million points per second, this new technology allows tunnel inspection performs at 80km/h. The position accuracy is within 1 meter which is more precise than the traditional GPS or Bluetooth positioning solution. These 3D point cloud images can also be used to generate a 3D BIM model and to build in the asset information for asset management. Combining stereo computer vision and advanced AI algorithms can significantly widen the view of scene and enhanced the depth of view. It enhances the accuracy of identifying infrastructure defects including concrete spalling, cracks, water seepage and detection of abnormal trackside equipment displacement.

The AI algorithms can provide predictions on worsening of infrastructure defects. The dual-band infrared imaging (short-wave and near-infrared bands) expands the dynamic range of IR detection for distinguishing concrete cracks and water seepage inside the tunnel. Edge computing with 5G technology empowers real-time defect detection capability on the passenger train.

The System was successfully installed on a passenger train in December 2022 and put into trial run in March 2023 with promising results. We trust that this project will achieve great success in the railway industry, and it will be beneficial for the railway authorities and relevant stakeholders. It can also be beneficial to other trades which require an efficient and effective solution for the inspection and monitoring of their infrastructure assets.

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The Railways Branch (RB) under EMSD is the regulatory authority on railway safety in Hong Kong. To monitor railway safety, RB regularly conducts safety compliance inspections on safety critical items (SCIs). Current practice is to adopt risk based approach for identifying high-risk SCIs (from over 1,100 nos. of SCIs) and manually devise an annual inspection schedule for SCIs.

A team was delegated to explore the feasibility of using Artificial Intelligent (AI) predictive approach to carry out SCI inspection and audit planning. In December 2022, our team successfully developed a new AI application, which we first adopted for SCI inspection and audit planning in February 2023.

This application has transformed the methodology of SCI inspection planning in RB from a risk-based approach to a predictive approach. With this new application, we are now able to effectively identify potential risks for railway assets and take remedial action to prevent incidents. Additionally, we are now able to effectively prioritize resources for potential risk areas. The adoption of this new AI application has greatly enhanced the operational efficiency in RB, enabling us to optimize our resources to regulate railways in Hong Kong.

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Railways have long been a key component of transportation infrastructure and a part of daily life of every citizen in the world. Over the hundred years of railway development journey since the world’s first railway in London in 1863, the four major engineering systems which include permanent way system, power system, signalling system and rolling stock, have been extensively studied for a long time in railway industry, in which the technologies have been well-developed. As railway engineers in the 2020s, we should not solely focus on the further development of these engineering systems. Instead, we should take proactive actions to address the challenges currently facing railway operations and meet higher social expectations regarding railway’s safety and reliability. These challenges include ageing railway assets, manpower and talent shortage due to the early retirement and ageing population, staff human factor issues, and the social needs for inclusive and accessible railway facilities. The advanced technology available today enables us to develop more and more applications and improvement measures to tackle these challenges and assists us to continuously shape the future of our railways into safer, smarter, more sustainable railways for the benefit of our worldwide citizens.

This presentation will outline the concerted effort of the Electrical and Mechanical Service Department (EMSD) and the railway trade on promotion and adoption of various innovative I&T applications on railway in Ò3SÓ, SAFER, SMARTER, SUSTAINABLE.

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Learning from incident investigations is key to achieving continuous improvement to safe railway operation. However, notable information gaps exist which limit the Australian rail industry’s ability to improve rail safety, particularly for train crew. In recent years, five train crew have lost their lives in Australia and even though thorough investigations have been undertaken there are gaps in the information available about what happened, and therefore how to protect drivers, crew and passengers from it happening again.
The Australian Transport Safety Bureau (ATSB) has in a number of its investigation reports acknowledged the need for this additional information.

Audio and video recordings would provide investigators, including ONRSR, ATSB, Police, Coroners and industry, with greater understanding of what happened in the lead up to an incident and how this can be avoided in the future. Audio and video recordings provide valuable insight to inform rail incident investigations, determine contributing and causal factors, monitor safety compliance and identify safety lessons to drive safety improvements.

In 2020, ONRSR undertook a Regulatory Impact Statement to explore the concept of introducing mandatory in-cab audio and video recording requirements for mainline passenger and freight trains. Since then, ONRSR has worked with stakeholders to refine requirements in order to progress national reform.

This paper explores the key drivers for this safety reform and the complexity of the undertaking, encompassing development of national policy and legislation necessary to specify mandatory requirements in relation to consultation, installation, recording, access, management and control, as well as worker protections. The paper also explores implementation considerations and emerging challenges, and draws on parallels from the experiences of the United States and Canada in introducing similar mandatory requirements.

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In 2017, the European Union Agency for Railways (ERA), with the support of a dedicated task force involving stakeholders from across the European rail sector and the French Institute for an Industrial Safety Culture (ICSI), designed a 1-day training on safety leadership, targeting rail managers at all levels.

The ERA Safety Leadership training integrated success factors from a similar initiative implemented in the oil and gas industry. In particular, it is based on a professional film concerning an accident. The video sequences, played and discussed throughout the day, progressively highlight the combination of various behaviors and decisions at different levels of the organization that led to the event.

The emotional impact of the film, based on a real accident in a rail freight yard, is a key pedagogical feature of the training, which aims to provide the necessary theoretical knowledge and practical tools to develop an effective leadership for safety within railway organizations.

Such objectives require a top-down roll-out plan: cultural change in organizations may happen only when it is continuously reinforced at the highest levels. Therefore, senior managers play a critical role and constitute the audience of the first training session, introduced by the CEO. After the training, they shall be committed to applying the tools and principles presented in the training, developing their safety leadership skills, and promoting the cultural change.

6 years later, the ERA Safety Leadership training has been disseminated during more than 50 sessions, in diverse railway organizations: infrastructure managers (Infrabel, Irish Rail), railway undertakings (DB Cargo, Eurostar, Lokaltog, Medway, VR Group,É) and entities in charge of maintenance (Ermewa). More than 600 rail professionals have been trained to become safety leaders and 33 professionals have qualified as ERA safety leadership trainers. The first ERA safety leadership summer school took place in June 2023 with the goal of improving the existing training material and elaborating the next steps of this capacity building program.

The presentation will provide the audience with the latest developments of the training curriculum and some adaptations made by local organizations to tailor the content to their specific needs. ERA representatives will describe the qualification path for training delivery, while the challenges and benefits of the approach will be witnessed by the stakeholder representatives who implemented the training in their organizations. Cross-organizational cooperation has proved to be a key ingredient in this growing community of European rail safety champions.

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The railway sector needs to find balance between innovation and safety to ensure it remains competitive and meets the needs of its customers. It will be facing significant challenges in the next decade that will require innovative solutions to ensure safety, reliability, and efficiency. One of these challenges is the adoption of new digital technologies, such as artificial intelligence, machine learning or deep learning, that evolve in a complex regulatory framework and raise questions about the responsibility of different stakeholders within the railway system. The adoption of these solutions will require the development of safety demonstrations which remain difficult without specific regulations and reference standards. This is complicated by a lack of staff who understand these new technologies and their impact on railway operations, as some find certain features of technology difficult to learn. The balance between digital skills and traditional skills is critical to maintaining a high level of safety and reliability in the railway system. To overcome this, cultural changes are necessary to prepare railway staff for this digital transformation, with a focus on promoting practical examples, return of experience, and best practices to weaken resistance to change.

The aim of the “railway cultural mindset” study that UIC will perform, is to, in a nutshell, make the workplace a “continuous learning place”. Companies should focus on encouraging employee autonomy, establishing new relationships based on trust, commitment, and transparency, and providing appropriate training to update their knowledge and skills. Employee engagement is crucial for any change initiative to be successful, and several factors are recommended to encourage it, including certification of knowledge, new training methods, and engagement of senior and junior managers. A strong feedback system and work culture aligned with managers’ goals and values are also crucial. The railway industry must focus not only on technological skills but also on soft skills, psychological skills, and communication skills to create a more efficient and productive workforce.
The UIC works on how to identify the key levers that will enable employees to be engaged in a change of culture, through the creation of a learning and analysis lab for cultural change, to achieve with a consistent path toward mindset change, through the setup of operational recommendations on how to engage and support employees, middle and top management, and with dissemination events and communication.

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The cooperation between stakeholders is a key lever that can improve safety culture within any sector. On this topic, the nuclear sector, with the International Atomic Energy Agency and the World Association of Nuclear Operators methods, that compare members against standards of excellence, are an inspiration from which the railway sector can benefit. The European Commission “Twinning II” project, coordinated by the UIC, aims at enhancing this cooperation between stakeholders by identifying strengths and areas for improvement of safety culture, and by delivering methods, recommendations, and suggestions for these improvements. These targets are delivered thanks to the development of safety awareness, culture and commitment, the international sharing of strategies, techniques and knowledge, and peer review exercises. The peer review exercises are a methodological approach and tool, with the use of interviews, focus groups and observations, that helps members to benchmark themselves through an objective and in-depth review of activities, by the Twinning II independent team from outside their organization.

Through the impartial approach of peer reviews, the trust and return of experience between members of the railway community are strengthened. It allows for the internationalization and interoperability of Safety Culture and Safety Management Systems improvements, through a confidential cross – acceptance of key findings and best practices. It is a way of identifying performant change management processes and a way of improving overall operational performance, for a tomorrow’s “cultural mindset in railway”.

Overall, the peer review is a powerful arrangement to learn from each other, to create a community of experts, to improve safety and maturity of the European rail sector, to achieve organizational excellence, with improved punctuality and profit, and to comply with Common Safety Methods on Safety Management Systems safety culture requirements. Therefore, the Twinning II project encourages and supports the sharing of expertise between members, raises awareness levels and increases the commitment to safety within host and visiting organizations. Through peer reviews, members learn and share general knowledge on safety culture and improve their own performance. The results are delivered in a report that highlights strengths and where safety culture can be improved. As a continuity of the EC Twinning II project, with support from ERA European Railway Agency, the UIC is planning to publish peer review guidelines for the development of global peer review processes. The UIC also intends to ensure the technical coordination of future peer review activities, that are allowing for the development of operational, efficient, and real-life perspectives.

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After the sequence of use of the ERA Safety Climate Survey tool by a huge number of EU railway stakeholders in 2021, the UIC/ERA task force aims at supporting railway organizations into building a positive safety culture by analyzing the first results of their Safety Climate Survey and exchanging best practices with all the staff.
As for any business objective related, the positive evolution of the safety culture within a company, must follow the three steps action plan:

1. safety culture assessment,
2. designing an action plan, and
3. monitoring the action plan.

The first two steps allow for the understanding of the safety culture in the organization, and the identification of actions for a positive safety culture. The use of the ERA SCS tool is crucial in that step.

Monitoring aims at ensuring that the planned actions contribute to a cultural change in the organization, focusing on outcomes rather than outputs. There are several possible tools for monitoring, including indicators, audits, inspections, but also peer reviews that are based on the ERA safety culture model. The peer review approach provides an overview of the perception of safety culture within the company in a transversal way and at different levels of the organization. The ERA safety culture model can then be used as a complementary approach to the task force, and should allow for the identification of proper indicators, in liaise with the existing safety culture program within the company.

While railway operators usually manage to formalize their safety policies and monitoring systems, the indicators they use vary between entities and do not necessarily allow the identification of weaknesses in the safety management system.

Therefore, the measure of safety management system performance through a systemic approach that relates indicators to each other is required to identify areas for improvement. Although the performance of safety management systems is not necessarily instantaneous, it can be assessed through indicators that track the achievement of safety objectives and the development of a safety culture.

Three types of indicators can be used to monitor these results and evolution: obviously, “result indicators”, are frequently the simplest to set up, in order to measure whether the actions underway are producing a positive and sustainable outcome. The UIC is working on developing guidelines on appropriation indicators and deployment indicators, in addition to the result indicators, which will make it possible to measure more accurately progress in terms of safety culture:

– “appropriation indicators”, must be designed in order to assess where the company is in relation to its safety objectives;
– “deployment indicators”, must be designed also, in order to measure what is being done to develop a safety culture;

Even if there is no universal method for managing safety activities, the more a safety culture is developed, the more the safety management system is consolidated and gain in robustness.