[email protected]
www.ernst-und-sohn.de/en/3314
Konrad Bergmeister (Ed.)
Major railway tunnel projects in
Europe
projects of railroad infrastructure recommendations for action at
various
stages of the project to deal with
identified risks and take precautions
against unknown and unforeseen
ral conditions, they give an overview of financing, cost and
risk management, scheduling, quality control and auditing.
Models for financing, cost and risk assessment Major Railway Tunnel
Projects in Europe
M odels for financing, cost and risk assessm
ent
CHEF DER LANGEN TUNNELS CHEFS DE PROJET DES LONGS TUNNELS CAPI
PROGETTO DELLE GALLERIE LUNGHE LONG TUNNEL PROJECT DIRECTORS
12 / 2021 · approx. 152 pages ·
approx. 28 tables
The „Long Railway Alpine Tunnel Project Managers“
group was founded in 1993 on the initiative of the SBB.
Initially, the two project managers from the Mont-Cenis
(now Lyon-Turin) and Gotthard Base Tunnels were invol-
ved. Later, those responsible for the Semmering, Brenner
and Lötschberg Base Tunnel projects and for the Chan-
nel Tunnel were included in the group, which is now cal-
led „Project Managers Long Tunnels“. The group has
been meeting about twice a year for over 20 years to ex-
change information and experiences. The composition of
this group and the valuable exchange of experience have
led to cost-effective and functional solutions.
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xi
Preface
The group of ‘Long tunnel project directors’ has drawn up a report
on topics concerning financing, costs, timing, and risks, including
the controlling and auditing of large railway infrastructure
projects in Europe.
On the initiative of the Alptransit Gotthard, namely Peter Zuber
(1939 – 2011), of the Lötschberg axis, namely Franz Kilchenmann and
of the transnational Alpetunnel GEIE now Lyon–Turin, namely Jean
Brulard, the group ‘Project Manager of the Long Railway Alpine
Tunnels’ was set up in 1993. From 1999 until 2010 was Peter
Teuscher and from 2011 on Konrad Bergmeister the Chairman of the
group; as a secretary served the past 20 years Hans-Peter Vetsch
and from 2018 on also David Unteregger. The aim was to exchange
experiences on similar or identical projects, such as operation,
maintenance, safety, costs, and construction technology. Later, the
persons responsible for the base tunnel projects at Semmering,
Brenner, and Lötschberg as well as those responsible for the
Channel Tunnel were included in the group. The formation of this
group and the valuable exchange of experience have led to
cost-effective, cross-border solutions.
The group has been meeting about twice a year for over 25 years to
exchange informa- tion and experience. During these meetings, the
need to document these issues from the point of view of the
countries participating became clear. The aim was to explain the
most important framework conditions in building large
infrastructure projects and to pass on the knowledge obtained for
future projects, so that interested readers can have an overview of
the various methods used for funding, cost and risk management, and
for auditing and controlling tunnel projects in the various
countries.
The individual topics were illustrated, using specific terminology
that varies from one project to another, for the following large
railway infrastructure projects in the different European
states.
Austria Large projects to expand railway stations and stretches,
including the Semmering, Koralm, and Brenner Base Tunnels
Germany Large railway projects, including Stuttgart 21,
Wendlingen–Ulm, VDE 8 (Berlin–Nuremberg)
Norway Large railway projects, with a special focus on the Follo
Line Oslo–Ski project Slovenia Railway projects with a special
focus on the Divaca–Koper line Switzerland Funding and expansion of
rail infrastructure, with special focus on the
Lötschberg, Gotthard, and Ceneri Base Tunnels
xii Preface
The level of knowledge on the individual topics varies from country
to country, and they are therefore not described equally. What is
uniformly clear is that public funding for large railway projects
must be guaranteed, at the latest, before tendering the main works
and up to the end of the project. The funds must be made available
according to the progress of the works and in a timely
manner.
Cross-border projects require a special level of attention and
higher risk coverage because of their complexity. Special focus is
paid to the BBT and the TELT.
BBT Brenner Base Tunnel – cross-border project between Austria and
Italy TELT Tunnel Euralpin Lyon–Turin – cross-border project
between France
and Italy
Also, for a long period, representatives from the Channel Tunnel
linking Folkestone, Kent (UK), and Coquelles, Pas-de-Calais
(France), and recently from the Fehmarnbelt Tunnel linking the
Danish island of Lolland with the German island of Fehmarn
participated actively in the meetings.
Cost and risk management requires structured and systematic
procedures starting with the earliest project phases. Identifiable
risks, looking forward to a certain project date, must be
quantified and covered by financing. Also, financial provision must
be made for as yet unknown and unforeseen influences. Timing,
costing, and risks must be updated regularly (at least once a
year), and the pertinent project requirements must also be adjusted
and taken into consideration in the financing.
Besides the audits of timing, costing, risks, and activities,
reporting is another fundamen- tally important aspect of large
projects. The parties responsible for the project must inform the
entire project team, at every level, of the timings, costing,
risks, and activities, imple- ment trust-building measures, and
actively contribute during the entire construction of the
project.
This document, taken into account the information available until
June 2019, is meant both for parties responsible for large
infrastructure projects and for decision makers, financ- ing
stakeholders, project engineers, and project managers as well as
for organisations responsible for future projects both in politics
and in management.
People involved in tunnelling underpass mountains and overcome
barriers, connect cul- tures/languages, shape countries and bring
continents together!
Vienna, July 2021 Konrad Bergmeister, Chairman
v
Contents
Preface xi
1 Austria 1 1.1 Introduction 1 1.2 Concept 2 1.3 Financing 2 1.4
Cost Calculation 3 1.4.1 Basic Principles of Cost Calculation 3
1.4.2 Cost Assessment System 4 1.4.2.1 Basic Costs 5 1.4.2.2 Cost
Coefficients for Value Adjustment and Inflation 7 1.4.2.3 Cost
Coefficients for Risks 7 1.4.2.4 Cost Coefficients for Preliminary
Monetary Adjustment 7 1.5 Cost Coefficients for Risks Corresponding
to the Value of the ÖGG-Guideline
2005 7 1.5.1 Structure of the Cost Coefficients for Risks According
to Project Phases 8 1.5.2 Structure of the Cost Coefficients for
Risks According to Risk Spheres 8 1.5.3 Levels Used to Estimate the
Cost Coefficients for Risks 9 1.5.4 Reference Values for Cost
Coefficients for Risks – Planning Phase 10 1.5.4.1 Cost Coefficient
UE 10 1.5.4.2 Cost Coefficient UB 11 1.5.5 Reference Values for
Cost Coefficients for Risks – Execution Phase 12 1.6 Control 12
1.6.1 Project Cost Control 12 1.6.2 Project Cost Control in the
Annual Control Loop 13 1.6.3 Project Phases 14 1.6.4 Levels of Cost
Planning 14 1.6.5 Project Structuring 16 1.7 Change Management 16
1.8 Cost Coefficients for Risks Corresponding to the Value of the
ÖGG-Guideline
2016 16 Abbreviations 18 References 18
vi Contents
2 Germany 19 2.1 Introduction 19 2.2 Plan for Maintaining and
Expanding Rail Infrastructure 20 2.3 The 2030 Federal Transport
Infrastructure Plan 20 2.3.1 Principles 20 2.3.2 The Key Changes
Under the Requirements Plan Implementation
Agreement 21 2.4 Financing 23 2.4.1 New Construction and Upgrades
23 2.4.2 Investment in Replacement Infrastructure on the Existing
Network 25 2.4.3 Cost Breakdown on New Constructions and Upgrades
and Replacement 26 2.5 Costs 27 2.5.1 Principles for Calculating
Costs Based on the Final Report of the Reform
Commission 27 2.5.2 Work Breakdown Structure for a Project 27 2.5.3
Determining the Basic Costs 29 2.5.3.1 Estimation of Construction
Costs in the Preliminary Design Phase (‘Lph 1+2’,
Section 55, HOAI) 29 2.5.3.2 Calculation of Construction Costs in
the Final Design Phase (‘Lph 3+4’,
Section 55, HOAI) 29 2.5.3.3 Design Cost Estimate in the
Preliminary Design Phase (‘Lph 1+2’, Section 55,
HOAI) 30 2.5.3.4 Calculation of design costs in the final design
phase (‘Lph 3+4’, Section 55,
HOAI) 30 2.5.4 Financial Contingency Reserve for Risks and
Unpredicted Events 30 2.5.5 Inflation 31 2.5.6 Determining Total
Costs in the Course of a Project 32 2.6 Risk Management 34 2.6.1
Corporate Risk Management 34 2.6.2 Project Risk Management 36
2.6.2.1 Openly Addressing Rather Than Suppressing Risks 37 2.6.2.2
A Realistic Perception Versus Forced Optimism 39 2.6.2.3 Acting
Early to Manage Crises Rather Than Firefighting 39 2.6.2.4 Creating
Opportunities 39 2.6.2.5 Timely Use of Communication Channels
39
Abbreviations 40 Further Reading 40
3 Norway 43 3.1 Concept, Background, and a Description of the Follo
Line Project 43 3.1.1 Objective 43 3.1.2 The National
Transportation Plan (NTP) 43 3.1.3 Follo Line Project 45 3.1.4
Responsibilities 47 3.1.5 Project Strategy 47
Contents vii
3.2 Finance 48 3.2.1 Structure of the Cost Estimate 49 3.3 Cost 51
3.4 Project Schedule 52 3.5 Risk Management 53 3.5.1 Identify Risk
53 3.5.2 Quantify Risk 54 3.5.3 Risk Treatment 54 3.5.4 Follow-Up
and Report 54 3.6 Controlling 56 3.6.1 Progress, Schedule, and Cost
Control 56 3.6.2 Work Breakdown Structure (WBS) 56 3.6.3 Project
Phases 56 3.6.4 Progress, Schedule, and Cost Control 56 3.6.5
Planning Basis 56 3.6.6 Commitment Control 56 3.6.7 Estimated Cost
at Completion 58 3.7 Trend and Change Control for the Project 58
3.7.1 Change Control 58
Abbreviations 60 Further Reading 60
4 Slovenia 61 4.1 Introduction 61 4.2 Responsibilities 62 4.2.1
Railway Infrastructure Investments 62 4.2.2 Infrastructure
Management 63 4.3 Planning Background 63 4.4 Development Goals 64
4.5 Financing Sources 65 4.5.1 State Budget 65 4.5.2 EU Grants 66
4.6 Cost Estimates 66 4.7 Risk Management 68 4.8 Controlling and
Reporting 70 4.8.1 Investment Documentation 72 4.8.2 EU Funds 72
4.9 Project Second Track Divaca–Koper 73 4.9.1 Concept, Background,
and Description of the Project 73 4.9.1.1 Objective 73 4.9.1.2
Transportation Strategy and National Programme 73 4.9.1.3 Project
Description 73 4.9.1.4 Status of the Project 76 4.9.1.5
Responsibilities 77 4.9.2 Financing 78
viii Contents
4.9.3 Project Phases 79 4.9.4 Project Cost Estimate 80 4.9.4.1
Elaborating Basic Costs 80 4.9.4.2 Cost Estimations for Tunnels T1
and T2 – Occurrence of Karst Phenomena 82 4.9.5 Project
Contingencies 87 4.9.6 Cost Estimate Overview 90 4.9.7 Sensitivity
Analysis and Risk Assessment 91 4.9.7.1 Sensitivity Analysis 91
4.9.7.2 Probabilistic Risk Analysis 91 4.9.7.3 Qualitative Risk
Analyses 93 4.9.8 Controlling 94
Abbreviations 99
5 Switzerland 101 5.1 Introduction 101 5.2 Responsibilities 101
5.2.1 The Principal 102 5.2.2 The Constructors 102 5.2.3 The
Operating Companies 103 5.3 Financing by the FinöV Fund (1998–2015)
103 5.3.1 Revenues from Duties and Taxes 104 5.3.2 The Advance 104
5.3.3 Inflation 104 5.3.4 Financing Terms 105 5.4 Financing by BIF
(from 2016) 106 5.4.1 Functioning of the Fund and Main Features of
Railway Infrastructure
Financing 106 5.4.2 Revenues from Duties and Taxes 107 5.4.3 The
Advance 108 5.4.4 Inflation 108 5.4.5 Cost Calculation According to
FOT Guidelines 108 5.5 Risks 109 5.5.1 Principle 109 5.5.2
Intention 109 5.5.3 Risks and Tasks 109 5.5.4 Procedure 110 5.5.4.1
Risk Identification 110 5.5.4.2 Risk Evaluation 110 5.5.4.3 Risk
Assessment 111 5.5.4.4 Risk Strategy 111 5.5.4.5 Documentation of
Risk Management 111 5.6 Costs 112 5.6.1 Presumed End Cost 112 5.6.2
Presumed End Costs and Risk Potentials of the Gotthard Axis
(Gotthard and
Ceneri Base Tunnels) 112
Contents ix
5.6.3 Controlling the Performance, Deadlines, and Costs 113 5.6.4
Project Structure Plan 113 5.6.5 Phase Structure 113 5.6.6 Cost
Types 113 5.6.7 Performance Control 113 5.6.8 Performance Reference
Basis 114 5.6.9 Performance Situation and Prognosis 115 5.6.10
Order Control 115 5.6.11 Cost Control 115 5.6.12 Billing 115 5.6.13
Change Management – Process Flow of the Change Procedure 115
Abbreviations 116 DETEC: Federal Department of the Environment,
Transport, Energy, and Communications Terms and Definitions 117
Further Reading 121
6 Brenner Base Tunnel: Transnational Project between Austria and
Italy 123
6.1 Brenner Base Tunnel Project 123 6.1.1 Project Content: Studies,
Planning, Approvals 123 6.2 Approval Phase and Financing 126 6.2.1
Approvals and Financing in Italy 126 6.2.2 Approvals and Financing
in Austria 126 6.2.3 European Approval and Financing 127 6.2.3.1 EU
Budget and TEN-T Programme 127 6.2.3.2 EU Institutions Involved in
Funding 128 6.2.3.3 Structure of the European Funding 128 6.2.3.4
TEN-T Programme 2007–2013 and Former Programmes 129 6.2.3.5 CEF
Programme 2014–2020 129 6.3 Cost Models 129 6.3.1 Cost Calculation
and Risk Provision in Italy 129 6.3.2 Calculation of Total Costs,
Including Risk Provision, Adjustment for Inflation,
and Preliminary Cost Adjustment in Austria 130 6.4 Cost Calculation
and Risk Provision for the BBT 130 6.4.1 Calculation of Risk
Provision for Identifiable and Quantifiable Risks 131 6.4.2
Calculation of Risk Provision According to the ÖGG Directive
135
Abbreviations 136 References 136
7 Lyon–Turin: Transnational Project between Italy and France 139
7.1 Concept 139 7.1.1 Objective 139 7.1.2 The TEN-T Trans-European
Transport Network 139 7.1.3 The Project 139 7.1.4 Responsibilities
141
x Contents
7.1.5 Finance 142 7.2 Costs 143 7.3 Risk Provision 143 7.4 Control
144 7.5 Variation Procedures 145
Abbreviations 145 Further Reading 145
8 Conclusion: Essential Elements of Cost and Risk Management
147
Past and Present Participants 151
1
1
Austria
1.1 Introduction
In Austria, with the modernisation and expansion of the rail
infrastructure network since around 1990, a structured cost and
risk management has been carried out. This has taken account of the
fact that with large transport infrastructure projects, due to the
complexity, the long implementation period, and the multitude of
project participants at the time of the project start, the project
content is not fully known. The level of knowledge regarding the
total content is developed only in the course of the project
preparation, approval procedures, and detailed planning. The cost
of such projects can also be quantified sufficiently only as the
project develops. Nevertheless, to create and maintain a stable
cost framework, the degree of uncertainty is taken into
consideration by appropriate risk provisions.
These risk provisions have been classified as unknown (U) during
the planning phase, since only part of them can be quantified by
means of appropriate risk analyses. The estab- lishment of the risk
provisions for unknown elements is carried out on the basis of all
pre- vious project experience with the help of specific reference
values, which take into account the respective project framework
conditions.
The requirements for standardised project and cost management, as
well as control and reporting, were originally established within
Eisenbahn Hochleistungstrecken AG (HL AG) and later further
developed within ÖBB Infra AG. For train station projects – such as
the new Vienna Central Station and the projects of the Brenner base
tunnel (50% owner), the Koralm Railway, and the Semmering base
tunnel – the cost and risk management methods presented below will
be used.
On the basis of the accumulated experience, a first guideline for
the cost and risk deter- mination for transportation infrastructure
projects was carried out by the Austrian Society for Geomechanics
(ÖGG) in 2005 [1] and the latest version was published in 2016 [2].
This chapter describes how costs, cost control, and risks have been
managed within the Austrian Railway company ÖBB and how they are
currently approached in Austria.
Sections 1.2–1.7 were written by Dr. Georg Vavrovsky
(1.08.1950–16.02.2020) and Dr. Hubert Hager with respect to the
ÖGG-Guideline 2006. Section 1.8 was written by Prof. Konrad
Bergmeister with respect to the ÖGG-Guideline 2016.
The mentioned ÖBB manuals [3, 5, 9] have been actualized in the
meantime and some of their contents have been adapted; although the
essential basic statements still apply.
Models for financing, cost, and risk assessment: Major railway
tunnel projects in Europe, First Edition. Edited by Konrad
Bergmeister. © 2022 Ernst & Sohn GmbH & Co. KG. Published
2022 by Ernst & Sohn GmbH & Co. KG.
19
2
Germany
2.1 Introduction
The projects VDE 8 (Berlin–Nuremberg), Stuttgart 21,
Wendlingen–Ulm, and Karlsruhe– Basel are examples of the major
railway projects featuring long tunnels currently being implemented
in Germany. Expansion of rail infrastructure in Germany is subject
to complex political decision-making processes and funding models.
A distinction is drawn between expanding the network with new
construction projects (requirements plan projects) and the
enhancement of the existing network. This distinction is also
reflected in the different sources through which the projects are
financed. A single project may combine funding from the national,
federal state, or local government levels, as well as European
funding and the railway’s own resources.
Germany uses the traditional ‘Kameralistik’ public-sector
accounting methodology based on adherence to annual budgets.
Currently, public budgets do not capture risk costs in advance, but
only when risks materialise.
In the past, various major public projects experienced negative
publicity, prompting the then transport minister Peter Ramsauer to
appoint a Reform Commission for the Con- struction of Major
Projects. Led by transport minister Alexander Dobrindt, the
commission completed its work with a final report published in June
2015, which contained 10 specific recommendations. Nine of them
were related to a more cooperative project development based on
transparency and truth in the projects. The 10th recommendation was
related to the implementation of building information modelling as
a tool for more transparency in the projects.
One of the recommendations was for project risk management to be
applied from the very earliest stages of the project to identify
and quantify project risks at an early stage, to take them into
account in funding, and to plan mitigation measures to promptly
avert risks and take advantage of opportunities.
The following section describes how costs and risks are currently
approached in Germany. It also looks at the recommendations of the
working group on costs and risks at the Construction of Major
Projects Reform Commission set up by the Federal Ministry of
Transport and Digital Infrastructure and examines how these
recommendations are being implemented at German Railway (Deutsche
Bahn) (DB AG).
This chapter was written by Dipl. Bauingenieur, ETH Zürich, Heinz
Ehrbar.
Models for financing, cost, and risk assessment: Major railway
tunnel projects in Europe, First Edition. Edited by Konrad
Bergmeister. © 2022 Ernst & Sohn GmbH & Co. KG. Published
2022 by Ernst & Sohn GmbH & Co. KG.
43
3
Norway
3.1 Concept, Background, and a Description of the Follo Line
Project
The Follo Line (Norwegian: Follobanen) is a 22-kilometer high-speed
railway tunnel under construction between Oslo and Ski, Norway. The
following chapter was prepared by the project director Anne
Kathrine Kalager.
3.1.1 Objective
Effective transportation is a prerequisite for welfare and economic
growth. The objective for the transportation policy is to provide
an effective, available, safe, and sustainable transportation
system that covers the society’s need for transportation and
enables regional development.
3.1.2 The National Transportation Plan (NTP)
In NTP, the main features of the government’s transport policy are
presented. The NTP is also a strategic plan for development of the
overall state infrastructure for transport by road, rail, air, and
sea. The government will pursue an integrated transport policy
where the various modes of transport will be viewed within an
overall context. The National Transportation Plan (NTP) is an
instrument for setting priorities regarding construction,
maintenance, and operation of state infrastructure within and
between all modes of transport, purchase of transport services, and
various types of financing. The NTP will be followed up in the
annual fiscal budget proposals and other propositions submitted to
the Norwegian parliament (Storting).
In the spring of 2013, the government published its proposal for a
new plan covering the period 2014–2023 (NTP 2014–2023). Important
issues that were clarified in the document: faster development of
the InterCity network, European railway traffic management system
(ERTMS) development, and future freight traffic priorities.
The Follo Line will be a part of the development of the InterCity
railway line down to the border of Sweden (the Østfold Line) and is
a priority project of the current NTP (2014–2023). The status of
the development of the InterCity railway network is shown in Figure
3.1.
Models for financing, cost, and risk assessment: Major railway
tunnel projects in Europe, First Edition. Edited by Konrad
Bergmeister. © 2022 Ernst & Sohn GmbH & Co. KG. Published
2022 by Ernst & Sohn GmbH & Co. KG.
61
4
Slovenia
4.1 Introduction
Slovenia is situated at the crossroads of the Alps, the Dinaric
Alps, the Pannonian Plain, and the Adriatic Sea. Due to its
geographical position, it is an important traffic hub in this part
of Europe with crossings of traffic flows between north and south,
and east and west, as shown in Figure 4.1. Two trans-European
transport corridors pass through the country: the Baltic–Adriatic
and the Mediterranean corridor.
After the establishment of the autonomous state, investments were
primarily made in the construction of motorway connections, but in
the recent period Slovenia has been invest- ing – with the help of
EU co-financing – considerable funds relative to its size, in
upgrading the railway system. This development policy is clearly
reflected in the recently adopted Transport Development Strategy
and consequently the Resolution on the National Pro- gramme by
2030.
The preparation of designs is of great importance for the
technically appropriate, high-quality, timely, and cost-effective
implementation of projects. In the development of individual
projects, the estimation of investment cost is very important. It
is prepared on the basis of the available level of technical
processing and is used in the preparation of investment
documentation. The higher the level of designs, the better the cost
estimate, and the more reliable and plausible the investment
documentation.
Despite the thorough preparation of designs, it is clear that owing
to the nature of con- struction investments, changes of design can
occur, and consequently deviation in esti- mated costs and the
planned deadlines. In large investment projects, risk assessment
and the preparation of appropriate mitigating measures is a
difficult task, which is important for effective and efficient
project management. Therefore, it is necessary to continuously
develop and improve the risk assessment procedures, use past
experience, exchange best practice, and prepare appropriate risk
management specifications and guidelines.
The following chapter has been prepared by Borut licar, Toma Košic,
Marko itnik, Nina Kolenc, Aleš Pavšek, Anica Sambolic and Edmund
Škerbec.
Models for financing, cost, and risk assessment: Major railway
tunnel projects in Europe, First Edition. Edited by Konrad
Bergmeister. © 2022 Ernst & Sohn GmbH & Co. KG. Published
2022 by Ernst & Sohn GmbH & Co. KG.
101
5
Switzerland
Financing, cost controlling, and risk management in the
implementation of the New Rail Link through the Alps (NRLA) and
future railway infrastructure projects.
5.1 Introduction
The creation of the NRLA (including the Lötschberg, Gotthard, and
Ceneri base tunnel projects) is the largest infrastructure project
that Switzerland has carried out to date (Figure 5.1).
The NRLA will transform Switzerland into a hub for European
high-speed passenger transport. A total capacity of around 70
million net tons will be made available for freight transport on
both axes.
This chapter describes how the organisation, financing, costs, and
risk management are dealt with. Another focus is the control of
performance, deadlines, and costs, as well as change management.
All reporting for the NRLA is based on the so-called NCW of the
Fed- eral Department of the Environment, Transport, Energy and
Communications (DETEC) (as far as new railway infrastructure
projects beyond NRLA are concerned, the so-called Richtlinie
Umsetzung Bahninfrastruktur-Ausbauten [RUBA] is applied). The NCW
has been developed to ensure a uniform approach in the NRLA’s
project management. The NCW also created the prerequisites for
bottom-up reporting at all levels.
This chapter was written by Dipl. Ing. FH Peter Teuscher, Dr.
Dieter Schwank, Hans-Peter Vetsch.
5.2 Responsibilities
The parties involved in the project are the Confederation as
principal (Confederation/ DETEC), the constructors (BLS AlpTransit
AG and AlpTransit Gotthard AG), and the operating companies (BLS
and SBB).
Models for financing, cost, and risk assessment: Major railway
tunnel projects in Europe, First Edition. Edited by Konrad
Bergmeister. © 2022 Ernst & Sohn GmbH & Co. KG. Published
2022 by Ernst & Sohn GmbH & Co. KG.
123
6
6.1 Brenner Base Tunnel Project
This chapter was written by Konrad Bergmeister, one of the former
CEO’s of BBT SE and contains the status of the project until
mid-2019. During 2021, both the construction pro- gramme and the
total cost forecast were updated. However, the results of this
update could not be presented in the report.
6.1.1 Project Content: Studies, Planning, Approvals
Studies and planning for the Brenner base tunnel (BBT) started with
the feasibility study in 1987/1989. They were continued with the
optimisation phase regarding the route, the tunnel, construction
methodology, and the overall concept in 1995/1996 and completed
between 1999 and 2002 with the preliminary project, and between
2005 and 2008 with the final project and the environmental
compatibility project.
The construction of the project was approved in Italy on 31 July
2009 and in Austria on 31 August 2009 (Figure 6.1).
The construction of the exploratory tunnel started on 30 August
2007 in Aica (Alto Adige) and on 4 December 2009 in the Sill Gorge
(Innsbruck).
The maximum longitudinal slope in the main sections of the BBT
amounts to 6.7‰. Below the two main tunnels and centred between
them, a preliminary prospection and exploratory tunnel is being
built section by section. The main objective is the prospection of
the rock mass, so as to reduce construction risk and optimise
construction costs and time [1]. During the operational phase, this
tunnel will act as a drainage channel in which supervision and
maintenance work can be carried out independently and without
interfer- ing with operations in the main tunnels.
The BBT, from Tulfes to Fortezza, is 64 km long. Together with the
underground connec- tion to the main station of Innsbruck, the
overall length of the underground railway line is 70.15 km. Along
the railway line, three emergency stops are located at maximum
intervals of 20 km: to the south of Innsbruck, underneath St Jodok,
and to the east of Trens. Both freight and passenger trains can
travel through the BBT. Once the works are completed, the European
signalling system, European Railway Traffic Management System
(ERTMS), will be installed. Hopefully, the tunnel will become
operational with new European (and transnationally uniform)
operational rules.
Models for financing, cost, and risk assessment: Major railway
tunnel projects in Europe, First Edition. Edited by Konrad
Bergmeister. © 2022 Ernst & Sohn GmbH & Co. KG. Published
2022 by Ernst & Sohn GmbH & Co. KG.
139
7
7.1 Concept
This chapter contains the status of the project until mid-2019.
During 2021, around 80% of the construction work has been, after an
European tendering process, assigned.
About 100 km of the 160 km of the whole underground tunnel work is
under construc- tion. In 2022, the remaining part of the Montcenis
base tunnel will be assigned. This chapter have been written by
Lorenzo Brino, Maurizio Bufalini and Alain Chabert.
7.1.1 Objective
The fundamental aim of the project, as mentioned in the conclusions
of the French–Italian intergovernmental treaty of 29 January 2001
(ratified by both parliaments in 2002), is to promote an improved
balance of different modes of transport, in particular in a
sensitive area such as the Alps, while developing the significant
advantages offered by rail as a mode of transport, which will not
only guarantee trade exchanges between France and Italy by meeting
mobility needs but also implement an extremely important modal
shift from road to rail transport.
7.1.2 The TEN-T Trans-European Transport Network
The project is the central link of the new Lyon–Turin railway line,
which, in its turn, is part of Corridor 3, the Mediterranean
Corridor. The project is among the European priority projects,
which the Commission has included in the Trans-European rail
network and is part of the Trans-European Transport Network (TEN-T)
Core Network Corridors, of which it is one of the most important
cross-border sections (Figure 7.1).
7.1.3 The Project
The Lyon–Turin Link includes an ‘international section’ made up of
three parts (Figure 7.2):
the French part, between the area surrounding
Saint-Didier-de-la-Tour and Montmélian the joint French–Italian
part, between Montmélian in France and Chiusa S. Michele in
Italy
Models for financing, cost, and risk assessment: Major railway
tunnel projects in Europe, First Edition. Edited by Konrad
Bergmeister. © 2022 Ernst & Sohn GmbH & Co. KG. Published
2022 by Ernst & Sohn GmbH & Co. KG.
151
Past and Present Participants
Stephan Aerni – Gotthard-Basis- and Ceneritunnel Hanny Azer – DB
Franz Bauer – ÖBB Claus F. Baunkjær – Femern A/S Konrad Bergmeister
– BBT SE (Chairman of the group since 2011) Bruno Bouthors –
Eurotunnel Marko Brezigar – Slovenia Lorenzo Brino – TELT Jean
Bruland – Alpetunnel GEIE, now TELT Maurizio Bufalini – TELT
Gilberto Cardola – BBT SE Alain Chabert – TELT Henrik Christensen –
Femern A/S Luigi De Carlo – BBT SE Metod Dragpnja – Slovenia Drago
Dvanajšcak – Slovenia Heinz Ehrbar – Gotthard-Basistunnel and DB
Ezio Facchin – BBT SE Sandro Francesconi – BBT SE Pier-Giuseppe
Gilli – TELT Gerhard Gobiet – Semmering-Basistunnel Martin
Gradnitzer – BBT SE Gerhard Harer – Koralmtunnel Johnny Herdina –
Lower Valley of the Inn Reinhold Hödl – ÖBB Rock Jeram – Slovenia
Steinar Johannessen – Follo Line Anne Kathrine Kalager – Follo Line
Jens Ole Kaslund – Femern A/S Franz Kilchenmann – BLS, Founder of
the group “Long tunnel project directors” Toma Košic – Slovenia
Christine-Louise Lasbareilles – Eurotunnel Franc Likar –
Slovenia
Models for financing, cost, and risk assessment: Major railway
tunnel projects in Europe, First Edition. Edited by Konrad
Bergmeister. © 2022 Ernst & Sohn GmbH & Co. KG. Published
2022 by Ernst & Sohn GmbH & Co. KG.
152 Past and Present Participants
Hans Lindenberger – Lower Valley of the Inn and BBT SE Jure Leben –
Slovenia Aleš Pavšek – Slovenia Baiba Rubesa – Baltic Corridor
Anica Sambolic – Slovenia Klaus Schneider – Koralmtunnel Dieter
Schwank – Gotthard-Basis- and Ceneritunnel Renzo Simoni –
Gotthard-Basistunnel Edmund Škerbec – Slovenia Sonja Suadi
(Secretary) Peter Teuscher – Lötschberg-Basistunnel (Chairman of
the group from 1999 until 2010) Georg Vavrovsky – ÖBB Jacob
Vestergaard – Femern A/S Hans Peter Vetsch (General Secretary) Amit
Yudan – Israel Natasa Stor Zagoricnik – Slovenia Tatjana Zalokar –
Slovenia Peter Zbinden – Gotthard-Basistunnel Marko itnik –
Slovenia Borut licar – Slovenia Peter Zuber – SBB, Founder of the
group ‘Long tunnel project directors’ Raffaele Zurlo – BBT SE
Many members have contributed to the success of this group and the
projects. We ask for your tolerance, that we have not been able to
explore properly all the names of those involved over the past
decades.
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Firma / Abteilung 9: