The Interoceanic corridor of Mexico stands as a pivotal infrastructure project poised to significantly enhance Mexico's national and regional economy. Anticipated to start the operations in 2025 under the auspice of the national government, this corridor represents a strategic counterpart to the Panama Canal, which faces capacity constraints due to climate change and environmental impacts. Positioned as a promising alternative for transporting goods from Asia to North America, this corridor will offer a new transport route, yet its real operational capacity and spatial impacts remains uncertain. In this paper, the authors undertake a preliminary, informed analysis leveraging publicly available data and other specific information about infrastructure capacities and economic environment to forecast the potential throughput of this corridor upon full operationalization and in the future. Applying simulation techniques, the authors simulate the future operations of the corridor according to different scenarios to offer insights into its potential capacity and impacts. Furthermore, the paper delves into the opportunities and challenges that are inherent in this project and gives a comprehensive analysis of its potential impact and implications.
MULTIFILE
The following paper presents a methodology we developed for addressing the case of a multi-modal network to be implemented in the future. The methodology is based on a simulation approach and presents some characteristics that make a challenge to be verified and validated. To overcome this limitation, we proposed a novel methodology that implies interaction with subjectmatter experts, revision of current data, collection and assessment of future performance and educated assumptions. With that methodology we could construct the complete passenger trajectory Door to door in Europe. The results indicate that the approach allows to approach infrastructure analysis at an early stage to have an initial estimation of the upper boundary of performance indicators. To exemplify this, we present the results for a case study in Europe.
On the eve of the large-scale introduction of electric vehicles, policy makers have to decide on how to organise a significant growth in charging infrastructure to meet demand. There is uncertainty about which charging deployment tactic to follow. The main issue is how many of charging stations, of which type, should be installed and where. Early roll-out has been successful in many places, but knowledge on how to plan a large-scale charging network in urban areas is missing. Little is known about return to scale effects, reciprocal effects of charger availability on sales, and the impact of fast charging or more clustered charging hubs on charging preferences of EV owners. This paper explores the effects of various roll-out strategies for charging infrastructure that facilitate the large-scale introduction of EVs, using agent-based simulation. In contrast to previously proposed models, our model is rooted in empirically observed charging patterns from EVs instead of travel patterns of fossil fuelled cars. In addition, the simulation incorporates different user types (inhabitants, visitors, taxis and shared vehicles) to model the diversity of charging behaviours in an urban environment. Different scenarios are explored along the lines of the type of charging infrastructure (level 2, clustered level 2, fast charging) and the intensity of rollout (EV to charging point ratio). The simulation predicts both the success rate of charging attempts and the additional discomfort when searching for a charging station. Results suggest that return to scale and reciprocal effects in charging infrastructure are considerable, resulting in a lower EV to charging station ratio on the longer term.
Nederland kent ongeveer 220.000 bedrijfsongevallen per jaar (met 60 mensen die overlijden). Vandaar dat elke werkgever verplicht is om bedrijfshulpverlening (BHV) te organiseren, waaronder BHV-trainingen. Desondanks brengt slechts een-derde van alle bedrijven de arbeidsrisico’s in kaart via een Risico-Inventarisatie & Evaluatie (RI&E) en blijft het aandeel werknemers met een arbeidsongeval hoog. Daarom wordt er continu geïnnoveerd om BHV-trainingen te optimaliseren, o.a. door middel van Virtual Reality (VR). VR is niet nieuw, maar is wel doorontwikkeld en betaalbaarder geworden. VR biedt de mogelijkheid om veilige realistische BHV-noodsimulaties te ontwikkelen waarbij de cursist het gevoel heeft daar echt te zijn. Ondanks de toename in VR-BHV-trainingen, is er weinig onderzoek gedaan naar het effect van VR in BHV-trainingen en zijn resultaten tegenstrijdig. Daarnaast zijn er nieuwe technologische ontwikkelingen die het mogelijk maken om kijkgedrag te meten in VR m.b.v. Eye-Tracking. Tijdens een BHV-training kan met Eye-Tracking gemeten worden hoe een instructie wordt opgevolgd, of cursisten worden afgeleid en belangrijke elementen (gevaar en oplossingen) waarnemen tijdens de simulatie. Echter, een BHV-training met VR en Eye-Tracking (interacties) bestaat niet. In dit project wordt een prototype ontwikkeld waarin Eye-Tracking wordt verwerkt in een 2021 ontwikkelde VR-BHV-training, waarin noodsituaties zoals een kantoorbrand worden gesimuleerd (de BHVR-toepassing). Door middel van een experiment zal het prototype getest worden om zo voor een deel de vraag te beantwoorden in hoeverre en op welke manier Eye-Tracking in VR een meerwaarde biedt voor (RI&E) BHV-trainingen. Dit project sluit daarmee aan op het missie-gedreven innovatiebeleid ‘De Veiligheidsprofessional’ en helpt het MKB dat vaak middelen en kennis ontbreekt voor onderzoek naar effectiviteit rondom innovatieve-technologieën in educatie/training. Het project levert onder meer een prototype op, een productie-rapport en onderzoeks-artikel, en staat open voor nieuwe deelnemers bij het schrijven van een grotere aanvraag rondom de toepassing en effect van VR en Eye-Tracking in BHV-trainingen.
The Netherlands has approximately 220,000 industrial accidents per year (with 60 people who die). That is why every employer is obliged to organize company emergency response (BHV), including emergency response training. Despite this, only one-third of all companies map out their occupational risks via a Risk Inventory & Evaluation (RI&E) and the share of employees with an occupational accident remains high. That is why there is continuous innovation to optimize emergency response training, for example by means of Virtual Reality (VR). VR is not new, but it has evolved and become more affordable. VR offers the possibility to develop safe realistic emergency response simulations where the student has the feeling that they are really there. Despite the increase in VR-BHV training, little research has been done on the effect of VR in ER training and results are contradictory. In addition, there are new technological developments that make it possible to measure viewing behavior in VR using Eye-Tracking. During an emergency response training, Eye-Tracking can be used to measure how an instruction is followed, whether students are distracted and observe important elements (danger and solutions) during the simulation. However, emergency response training with VR and Eye-Tracking (interactions) does not exist. In this project, a prototype is being developed in which Eye-Tracking is incorporated into a VR-BHV training that was developed in 2021, in which emergency situations such as an office fire are simulated (the BHVR application). The prototype will be tested by means of an experiment in order to partly answer the question to what extent and in what way Eye-Tracking in VR offers added value for (RI&E) emergency response training. This project is therefore in line with the mission-driven innovation policy 'The Safety Professional' and helps SMEs that often lack resources and knowledge for research into the effectiveness of innovative technologies in education/training. The project will include a prototype, a production report and research article, and is open to new participants when writing a larger application about the application and effect of VR and Eye-Tracking in emergency response training.
In recent years, disasters are increasing in numbers, location, intensity and impact; they have become more unpredictable due to climate change, raising questions about disaster preparedness and management. Attempts by government entities at limiting the impact of disasters are insufficient, awareness and action are urgently needed at the citizen level to create awareness, develop capacity, facilitate implementation of management plans and to coordinate local action at times of uncertainty. We need a cultural and behavioral change to create resilient citizens, communities, and environments. To develop and maintain new ways of thinking has to start by anticipating long-term bottom-up resilience and collaborations. We propose to develop a serious game on a physical tabletop that allows individuals and communities to work with a moderator and to simulate disasters and individual and collective action in their locality, to mimic real-world scenarios using game mechanics and to train trainers. Two companies–Stratsims, a company specialized in game development, and Society College, an organization that aims to strengthen society, combine their expertise as changemakers. They work with Professor Carola Hein (TU Delft), who has developed knowledge about questions of disaster and rebuilding worldwide and the conditions for meaningful and long-term disaster preparedness. The partners have already reached out to relevant communities in Amsterdam and the Netherlands, including UNUN, a network of Ukrainians in the Netherlands. Jaap de Goede, an experienced strategy simulation expert, will lead outreach activities in diverse communities to train trainers and moderate workshops. This game will be highly relevant for citizens to help grow awareness and capacity for preparing for and coping with disasters in a bottom-up fashion. The toolkit will be available for download and printing open access, and for purchase. The team will offer training and facilitate workshops working with local communities to initiate bottom-up change in policy making and planning.
