Reconstrucción de expe dientes Cuando se perdiere o destru-

Wessex Route believe is deliverable in CP5, makes sure our people and customers return home safely, and at the right time every day, while

offering investment for increased efficiency in the future.

Maintenance Delivery

CP5 presents a significant challenge for maintenance; we will need to adapt more fully to the constraints of working on an increasingly congested network, utilising access more effectively and planning our work bank to allow critical activities to always be completed as planned. Funding is a critical constraint, with an ever increasing efficiency challenge.

Our ambition is to meet this challenge by changing our relationship with the asset to one that is more integrated and aligned, taking full advantage of new technology and innovative ways of working, such as remote condition monitoring. We must also make full use of our resources, our expertise and the access we have to the network to more cost effectively and sustainably deliver regulatory, statutory and company compliance; whilst still providing a high level of network availability for our customers.

We recognise that development of the right maintenance delivery programme is a continuous process building on our delivery in CP4 and reacting to developing and emerging

requirements. Integrated work plans will align with our access plan to make sure we can do what we say we will. We will be flexible and responsive in our approach to failure and develop our plans to try to ensure we provide the most appropriate response, whilst always prioritising safety, cost, performance and customer reasonable requirements.

Asset Management Renewals

The Wessex Route Asset Management plan aims to deliver central asset policy, only deviating where route specific conditions require an alternative solution, but also delivers the increasing resilience in our network that will be essential as we move to deliver the performance and capacity targets.

Our plans also require the route to develop a more comprehensive works delivery function, being able to carry out simple asset renewals quicker and more cost effectively, whilst demanding a better and more efficient service from the contractors that we use to deliver our larger schemes of work.

Rolling Contact Fatigue (RCF) and the general condition of S&C in the London Waterloo area has been a significant concern in CP4, with an intensive campaign of re-railing completed. It has been forecast that RCF is likely to propagate in a similar manner to the main suburban lines and the Southampton area and so this remains a focus for CP5, however, the ability for strategic renewals must be balanced with the volume of condition driven activities.

There is only one major resignalling scheme planned for CP5, at Feltham, which is a critical conditions based renewal but will provide an opportunity to incorporate some enhancements. CP5 will see some enhancements to the power supply to deliver 10-car operations, but on the whole the strategy has focused on condition based renewal, although opportunities have been taken to improve the resilience of the system. The route is also strongly supportive of the programme to deliver automatic isolations on the DC Network. This will improve safety and efficiency of maintenance activities. It will also enhance performance delivery by improving the management of incidents.

The Western aspects of the route are exposed to significant effect from heavy rainfall often requiring the deployment of watchmen to key assets. The CP5 strategy has therefore focused on improving drainage of both track and earthworks and represents a significant uplift on CP4 activities. Renewals activities are proposed which will provide long term solutions to high risk earthwork structures such as that at Honiton rather than a short to medium term refurbishment, or maintenance intensive activity.

Route Operating Strategy

Although the Basingstoke ROC is not due to open until December 2014, plans are already significantly advanced and some enabling elements of the strategy have been deployed in CP4 through the Exeter – Salisbury and Poole – Wool resignalling schemes and the Farnham area signal renewal.

The Network Operating Strategy has been reviewed in detail and this plan includes a full assessment of what is deliverable and the efficiencies expected to be realised using

assumptions developed at a route level. We have completed a thorough review of the assets affected, applying local knowledge and expertise whilst maintaining continued dialogue with the lead project team.

The opportunity exists to significantly reduce the annual operating costs of the route and deliver improved operational performance, with further efficiencies considered possible as the detailed scope of the schemes are finalised.

Enhancements

There are two HLOS specified outputs, Waterloo increased capacity and future capability and DC to AC power conversion development project, that have a potentially significant impact on the route strategic plan. Although the majority of works could be expected to take place in CP6 there will be implications in CP5 and the schemes are not currently sufficiently developed to be included in this plan.

In the case of renewals in the Waterloo area, work will extend the life of assets until CP6 where longer term decisions can take account of the ultimate solution for Waterloo. The majority of Electrification & Plant assets on the Basingstoke to Southampton line will reach the end of their life in CP6 and CP7 optimal whole life cost decisions can be taken to reflect the ultimate outcome.