Increasing competitiveness of rail freight undertakings – a
business or political game?
Jürgen Maier-Gyomlay
Head International Affairs & Projects
[email protected]
BLS Cargo AG – Who we are
 Service provider mostly - on the central
north-south corridor
through Switzerland
 Founded 2001
 Main shareholder: BLS
AG
 Headquarters in Berne
 ISO 9001: certified in
2008
Remember 2015
Key Drivers for a better rail market share
Market Offer
Costumer Orientation
Quality
Flexibility
Cost/Benefit-Prices
Regulation (part of 4 RWP)
Framework to attract rail
Low obstacles to enter the market
Fair Level Playing Field (inter- and
intramodal)
Political will
Or
Political game
Attractiveness
Market Demand
Customer Needs
Economical Structure
Price Sensitivity
Land-us planning
Operational Rules / Instruments
Standards
Interoperability
Reliable infrastructure
Innovation
Financing (Start-up,
instruments)
„Political Games“ are everywhere
Success for rail freight can only appear in a whole system, but failures as well
•
•
•
•
•
•
•
•
Missing strategy for
freight (rail and
overall)
Lack of funding
National thinking
Bigger lobby for
passenger traffic
No pressure / need for
change
No competition
No customer orientation
Missing cooperation
within logistic chain
System
Politics
Customer
•
•
«Political» game
Business
Technical
•
•
•
Who moves first?
Missing will for a shift
to rail
Lack of information /
communication
Missing new
Business Models
Insufficient
infrastructure (fulfills
actual requirements)
Missing Cross-BorderInteroperability
Some thesis's
Most countries are not interested to develop
rail freight
Conflicts with passenger divisions is unavoidable,
additional financial burden, additional priorities and
intensive talk to road associations.
Further national, technical barriers can avoid competition
The same is valid for few infrastructure
managers
Similar arguments as above
Some RU’s are not willing (have not) to
change their business model / strategy
Adapt strategy to new products and customer
requirements, offer more flexibility and customer care
„Political Games“ could be positive (I)
System
•
•
•
•
•
•
•
Financial support and
instruments
Sustainable planning
Public votings
Taking over
responsibility on
national, regional and
urban level
New Business Models,
new products
High customer
orientation (no
excuses)
More competition
Politics
Customer
•
•
«Political» and
Business WILL
Business
Technical
•
•
More business for the whole sector
Will to use rail and
road
Will of collaboration
(operators,
companies..)
Reducing technical
barriers
Developing terminals
and “last mile”
„Political Games“ could be positive (II)
Example Switzerland: It was and is still a long way to get our results – further work is
ahead
Political and Business Will
Heavy Vehicle
2000: 1.5 Mio.
2016: 0.98 Mio.
= - 35%
Modal Split (Transit) 2016: 70.1% Rail / 29.9 % Road
Some possible recommendations
1. Defining a freight strategy
• Countries and companies could define a common
national strategy for freight (rail, road, water) and
outline the most crucial investments, but also in
line with TEN-T and European Rail Freight
Corridors
2. Evaluating new products
• RU’s could create – together with industries,
enterprises – new offers to stimulate freight
3. Changing mindset
• Teaching people (ministries, IM’s, RU’s….) to be
customer-orientated and thinking as a network
and not in silos
Efficient modal shift
is only possible in
real collaboration