A multidimensional examination of performances of HSR (High-speed rail) systems

Journal Article (2016)
Author(s)

M. Janic (Transport and Planning)

Transport and Planning
DOI related publication
https://doi.org/10.1007/s40534-015-0094-y Final published version
More Info
expand_more
Publication Year
2016
Language
English
Transport and Planning
Journal title
Journal of Modern Transportation
Issue number
1
Volume number
24
Pages (from-to)
1-21
Downloads counter
264
Collections
Institutional Repository
Reuse Rights

Other than for strictly personal use, it is not permitted to download, forward or distribute the text or part of it, without the consent of the author(s) and/or copyright holder(s), unless the work is under an open content license such as Creative Commons.

Abstract

This paper deals with a multidimensional examination of the infrastructural, technical/technological, operational, economic, social, and environmental performances of high-speed rail (HSR) systems, including their overview, analysis of some real-life cases, and limited (analytical) modeling. The infrastructural performances reflect design and geometrical characteristics of the HSR lines and stations. The technical/technological performances relate to the characteristics of rolling stock, i.e., high-speed trains, and supportive facilities and equipment, i.e., the power supply, signaling, and traffic control and management system(s). The operational performances include the capacity and productivity of HSR lines and rolling stock, and quality of services. The economic performances refer to the HSR systems’ costs, revenues, and their relationship. The social performances relate to the impacts of HSR systems on the society such as congestion, noise, and safety, and their externalities, and the effects in terms of contribution to the local and global/country socialeconomic development. Finally, the environmental performances of the HSR systems reflect their energy consumption and related emissions of green house gases, land use, and corresponding externalities.