Tube Lines

1
Tube Lines

• Presentation to AIIMProfessional Members Group
• 22 November 2005

2
Agenda

• Welcome, Safety and Introductions Paul Warren
• Tube Lines Limited Paul Warren
• Best Practice Paul Sandford
• Electronic Signatures Siegfried Schmidt
• Marketing the Professional Members Group
• Governance - Doug Miles
• Any Other Business
• Lunch

3
About Tube Lines

• On 31st December 2002 Tube Lines took over the
  maintenance and modernisation of the Jubilee,
  Northern and Piccadilly (JNP) lines on the London
  Underground.

4
Structure of Tube Lines

• Tube Lines has two shareholders Amey and
  Bechtel. In addition to the investment they have
  made, their involvement provides Tube Lines with
  access to the resources and expertise of two of
  the worlds leading engineering companies.

Bechtel - develops, manages, engineers, builds,
operates installations for customers
world-wide Amey a business support specialist.
Wholly-owned subsidiary of Ferrovial Group
(turnover 7bn)
5
30 Year ContractTotal Funding for the first 71/2
years - 5.5bn
Tax 0.1b
Profit 0.2b
6
Funding and Performance

• Paid by London Underground through Infrastructure
  Service Charge
• Four performance measurements
• Availability of Infrastructure lost customer
  hours
• Ambience quality of customer environment,
  scored out of 100
• Service points response times to faults
• Capability average journey time

7
Our assets

• 1.75 million passengers travel on our lines every
  weekday
• We operate some of the worlds busiest stations
• Waterloo 32.6m people per year
• Leicester Square 28.1m people per year
• Tottenham Court Road 28.0m people per year
• Our passengers are carried on 251 trains calling
  at 129 stations of which we maintain 100
• Our trains do around 30 million kilometres of
  track journeys per year
• We also maintain
• 320 km of track
• 227 escalators
• 71 lifts

8
Challenges we inherited

• State of the assets where known
• Duration of engineering hours
• Culture
• Skills shortages
• Controversial nature of the PPP

9
The Major Project Initiatives

• Line (signalling) upgrades
• 7th car
• Station upgrades emphasis on safety, security
  and information
• Track renewals giving passengers a smoother ride
• Lift and escalator refurbishments
• New works eg Wembley, T5, accessibility

10
Other highlights

• Cleaning
• Cleaning regime tightened up, graffiti eliminated
  from the network
• Station modernisations
• Currently on site at 15 four more to start in
  next few weeks
• Track work
• Replacing rails dating back to 1920s
• 34km of track renewals
• New works
• Expanded station at Wembley Park on time and to
  budget
• Work on signals for Heathrow T5 Piccadilly Line
  extension
• Expansion at North Greenwich for reopening of
  Dome to start autumn 2005
• Feasibility work with LU on step free access
  and congestion relief

11
IM Challenges within TLL

• Young organisation without proven defined/ work
  processes
• Dispersed systems with dispersed information
• S/sheets, dbases, personal drives
• Consolidating to Documentum and integrating other
  systems
• DOORS (Requirements), Configuration
  ManagementTools, Maximo (Asset Management)
• Information changes status throughout its
  lifecycle (who owns what and when)
• Collaborative working with external contractors,
  subcontractors, customers and regulatory bodies
  and other Infracos.

12
Bringing Information Under Electronic Control
SERVICEDIRECTORATES HR, Accounts, Finance, CEO
etc.
OPERATIONSDIRECTORATE
PROJECTSDIRECTORATE
HSQE DIRECTORATE
Priority 1Engineering Information
Priority 1
Priority 2 Business Managementand Transactional
Data
Priority 2
What is Controlled Priority 1 That
Information which defines or represents the cost,
quality, schedule, Health Safety, Quality and
Environmental aspects of Operations and Projects
Engineering activity Priority 2 That
information which is used to manage, promote and
transact TLL business Includes Documents,
data, and graphic materials