1. Increasing competitiveness of rail freight undertakings – a business or political game?
Jürgen Maier-Gyomlay
Head International Affairs & Projects

2. 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

3. Remember 2015 Key Drivers for a better rail market share
Attractiveness
Low obstacles to enter the market
Regulation (part of 4 RWP)
Fair Level Playing Field (inter- and intramodal)
Framework to attract rail
Costumer Orientation
Market Offer
Cost/Benefit-Prices
Quality
Flexibility
Economical Structure
Price Sensitivity
Market Demand
Land-us planning
Customer Needs
Operational Rules / Instruments
Reliable infrastructure
Interoperability
Standards
Political will
Financing (Start-up,
instruments) Or
Political game
Innovation

4. „Political Games“ are everywhere
Success for rail freight can only appear in a whole system, but failures as well
System
Missing strategy for freight (rail and overall)
Lack of funding
National thinking
Bigger lobby for passenger traffic
No pressure / need for change
Politics
Customer
Missing will for a shift to rail
Lack of information / communication
Missing new Business Models
«Political» game
Business
Technical
Insufficient infrastructure (fulfills actual requirements)
Missing Cross-Border-Interoperability
No competition
No customer orientation
Missing cooperation within logistic chain
Who moves first?

5. 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

6. „Political Games“ could be positive (I)
System
Financial support and instruments
Sustainable planning
Public votings
Taking over responsibility on national, regional and urban level
Politics
Customer
Will to use rail and road
Will of collaboration (operators, companies..)
«Political» and Business WILL
New Business Models, new products
High customer orientation (no excuses)
More competition
Business
Technical
Reducing technical barriers
Developing terminals and “last mile”
More business for the whole sector

7. „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

8. Some possible recommendations
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

9. Efficient modal shift is only possible in real collaboration