REDESIGN OF THE INTERNATIONAL TIMETABLING PROCESS (TTR) Overall - PowerPoint PPT Presentation

REDESIGN OF THE INTERNATIONAL TIMETABLING PROCESS (TTR) Overall Presentation supported by 1

TTR General Information 2

The Problems with the Current TT Process The current timetabling process does not fulfil the needs of the market and varies from country to country. This lack of quality leads to a loss of attractiveness : • Constantly changes in planning (for both RUs and IMs) • Unused capacity bookings (for both paths and TCRs ) reducing available capacity and causing unnecessary coordination processes • Different planning procedures in different countries Result: High costs, unsatisfied end customers and missed business opportunities! MARKET SHARE EFFICIENCY 3

Current Situation: Examples → today freight RUs have to order their train paths 8 to 20 months in advance → therefore freight RUs are booking ‘on the safe side’ → Infrastructure capacity therefore heavily overbooked → just 20-25 % of freight train path requests are stable → 75-80 % of freight train path requests have to be modified constantly, resulting in a big waste of resources on both sides: RUs and IMs → leftover capacity does not really exist because of RU requests → in total: clear situation of capacity waste 4

Introduction: What is TTR? TTR is the joint project of RailNetEurope and Forum Train Europe to • simplify • unify • solidify improvements to the European rail timetabling system to significantly increase the competitiveness of railways. They are being supported by the European Rail Freight Association (ERFA). 5

Introduction of RNE, FTE and ERFA RailNetEurope (RNE) o Association of 35 IMs and ABs as well as 10 RFCs as Associate Members www.rne.eu Forum Train Europe (FTE) o Association of more than 90 RUs, authorized applicants and service companies in passenger and freight traffic www.forumtreineurope.eu European Rail Freight Association (ERFA) o Association of 30 RUs, leasing companies, wagon keepers, freight forwarders and intermodal operators www.erfarail.eu 6

The TTR Project Team The TTR project team is made up of around 200 contributors recruited from Railway Undertakings, Infrastructure Managers / Allocation Bodies, and supporting companies. Legal experts Market experts TT experts from IT experts from Works experts Business case from all from RUs IMs/ABs all stakeholders from IMs/ABs team stakeholders 7

Detecting Market Needs The TTR concept is based on the following marked needs: o Flexibility, especially in the freight sector o Possibility for earlier commercial use of paths , e.g. earlier ticket sales Market o Reduction in load peaks and redundant work Needs o Higher stability and quality of timetables 8

TTR Vision Implementation of the TTR process started with a clear vision: o Main focus on freight and passenger market needs with optimised request deadlines o Improved reliability and stability incl. temporary capacity restrictions (TCRs) o Binding implementation and application of the redesigned timetabling process (TTR) o Increased efficiency (capacities, resources) in order to avoid duplication of work and planning efforts 9

Benefits of TTR o Optimised usage of infrastructure capacity → more efficiency → more flexibility o Heavily decreased effort for path requests → ordering at any point of time → no more wasted resources for constant amendments TTR is needed to keep railways competitive! 10

Financial Benefits of TTR - Investments and IT - Change Management and HR costs - Modal shift and increased use of infrastructure capacity - Cost reduction due to efficient planning procedures 11

TTR Basic Organisation Steering Committee + Programme Management Office TTR Legal TTR TTR Commercial Implementation Conditions Framework TTR Pilots TTR IT Landscape 12

TTR Governance: PMO and Steering Committee Programme Management Office (PMO) • Philipp Koiser (Co-Leader TTR Programme) • Sebastian Naundorf (Deputy Leader TTR Programme) • Martin Kreiter (Co-Leader TTR Programme) • Daniel Haltner (Substitute Leader TTR Programme) • Aurelio Di Paola (Implementation Project Leader) Steering Committee (SteCo) • For RNE • For FTE  Harald Hotz (President)  Stephan Pfuhl (President)  Guus de Mol  Thorsten Dieter  Bettina Wunsch-Semmler  Catherine Perrinelle  Michael Beck  Maurizio Capotorto  Ann Billiau  Wolfgang Fritz  Paul Mazataud  Edgar Schenk (Managing Director)  Joachim Kroll (Secretary General)  Harald Reisinger (CIO) • For ERFA  Wolfgang Gross 13

TTR Governance: Project and Task Force Leaders TTR Pilots Project TTR IT Landscape Project • Daniel Haltner • Mario Toma • Philipp Koiser (substitute) • Seid Maglajlic (substitute) TTR Implementation Project TTR Commercial Conditions Project • Aurelio Di Paola • Zuhal Nalbant (co-chair) • Philipp Koiser (substitute) • Zita Koops-Árvai (co-chair) TTR Legal Framework Task Force • Elisabeth Hochhold • Tsvetan Tanev (substitute) 14

Useful Links (TTR in General) - TTR general overview: http://ttr.rne.eu/general/ - Business Case: https://cms.rne.eu/ttr-documents/content/financial-framework - TTR Forum: https://cms.rne.eu/ttr-forum - TTR project results as approved by the RNE GA in May 2017: - http://rne.eu/wp-content/uploads/TTR-Project-Results.pdf - http://rne.eu/wp-content/uploads/TTR-Project-Results_Annex-01_Basic- IT-analysis.pdf - http://rne.eu/wp-content/uploads/TTR-Project-Results_Annex-02_Draft- Implementation-Plan.pdf 15

Contacts TTR Programme Management Office If you have further questions, please do not hesitate to contact either of the leaders of the TTR programme, Mr Philipp Koiser and Mr Martin Kreiter or the deputy programme leader, Mr Sebastian Naundorf. Co-Leader TTR Programme Philipp Koiser philipp.koiser@rne.eu Deputy Leader TTR Programme Sebastian Naundorf sebastian.naundorf@forumtraineur ope.eu Co-Leader TTR Programme Martin Kreiter martin.kreiter@rne.eu 16

The TTR Process 17

TTR Approach: Detecting Requirements The TTR concept is based on the market needs: Provide adequate capacity - A request method for later requests request methods (especially required by freight traffic) Plan capacity in advance and - The current timetabling process, but improved take into consideration: (especially required by passenger traffic) - Market requirements - Available capacity But we also have capacity restrictions! TTR Team RUs IMs 18

Need for Advanced Planning In order to support both approaches, capacity needs to be planned and partitioned, before the start of the request phase (‘Advanced Planning’). - Capacity Models must be created to We have capacity ensure the inclusion of all market restrictions! requirements We need But safeguard - Construction works and other capacity for my capacity for our Temporary Capacity Restrictions early requests! later requests! (TCRs) must be taken into IM consideration - Capacity Models must be created for each line and for every year - Advanced Planning must focus on RU1 RU2 origin to destination approach 19

The TTR Process: From Rough to Detailed Information The redesigned timetabling process consists of several components to cover advance as well as short-term planning and provides products for stable as well as variable market needs. 20

Components of the TTR Process Main components are: Additional process components: o Leading entities o Allocation rules o Key Performance Indicators (KPIs) 21

Capacity Strategy The creation of the capacity strategy starts five years before the timetable change and allows all stakeholders to announce and pre- coordinate these influencing factors at an early planning stage. 22

Capacity Model and Partitioning: Sources Results from Capacity Strategy Capacity Capacity Needs Experiences by IMs Announcements Model Expected Change of Traffic Volume 23

Capacity Model and Partitioning: Principles The Capacity Partitioning follows two principles: 1) Partitioning by market needs: 2) Inclusion as path or band: Capacity required for TCRs Capacity bands Capacity available for ATT blocked for TCRs (especially for passenger) System paths with exact path details Capacity safeguarded for RP (especially for freight) Capacity bands with one or several paths Note: If required, ATT can be planned for freight and RP for passenger traffic as well 24

Temporary Capacity Restrictions (TCRs) TCRs are defined in the latest recast Annex VII of Directive 2012/34/EU and in the TCR Guidelines issued by RNE: Deadline for final Consecutive days Impact on traffic* publication Major impact TCR > 30 > 50% X-18 High impact TCR > 7 > 30% X-13,5 Medium impact TCR 7 <= > 50% X-12 Minor impact TCR 7 <= > 10% X-4 *)Percentage of estimated traffic volume on a railway line per day cancelled, rerouted or replaced by other modes of transport TCRs must become predictable to stabilise all offers! 25