SNCB I Vision and activities 2014 - B

DNA
SNCB I Vision and activities 2014
Everyone must pay
special attention to customers,
from the train conductor to
the accountant and from
the station manager to
the security officer
We thank train passenger Nadine Belibi for her
spontaneous participation in our photo shoot.
2
DNA for the 21st century
The coming decades will shape the future of SNCB. We must
income that are balanced in order to reduce the debts from
make significant changes and strengthen the DNA of our
the past. This is a vital condition for surviving in a context of
company in order to face up to the challenges of tomorrow.
diminishing government subsidies and increasing competition. A
focus on our key tasks is therefore essential.
The customer must remain the central
element of our DNA. The customer, in the
In 2014, we built a new organisation around these strategic
first instance, is the train passenger. For
priorities and took the first steps towards simplifying the
him, we are working hard on providing safe,
punctual and comfortable trains. For him,
we are working towards creating a flawless
existing mix of rules and procedures in order to create greater
flexibility. A very transparent communication structure and a
constructive dialogue with our stakeholders should help us
realise these priorities.
and top quality service. Every project, every
decision, every investment must lead to an
The moment has arrived to refresh our DNA and modify out-
improved service for our passengers.
of-date 'genetics'. This offers SNCB the best chance of survival
and the opportunity to offer effective and sustainable mobility
In order to strengthen the company, we must create an all-
solutions, at the most competitive price.
encompassing economic model as a priority, with costs and
3
Key figures 2014
€
income*
2,544.9 mln. euro
balance sheet total
investments
12,06.5 mln. euro 820.8 mln. euro
passengers
total
235.0 mln.
+1.1%
passengers
domestic
224.8 mln.
+0.8%
passengers
international
10.2 mln.
+7.5%
passenger-km
domestic
9,918 mln.
+0.5%
passenger-km
international
1,056 mln.
+4.1%
average
satisfaction
6.69/10
punctuality
88.2%
+2.6%
passed-sign
incidents
64
€ -2 €
number
of seats
366,485
330,367 (2013)
train-km domestic
(with passengers)
74.2 mln.
-0.9%
employees FTE**
19,927
(01/01/2015)
4
€
employees
effective
20,997
(01/01/2015)
of whom are
€
€
women
2,908
(13.9%)
recruitment
946
*according to IFRS standards
** FTE: Full-time equivalent:
calculation of the total
number of employees on the
basis of full-time, worked days
(i.e. two half-time workers
equate to one FTE)
Turnover increased by 1.6%
On a comparable basis, SNCB turnover increased
by 1.6% compared to 2013.
The operating result increased by 5.2 million
euro, principally thanks to the ongoing efforts to
keep costs under control. The comparison with
2013 is pro forma given that the reorganisation
of the SNCB group began on 1 January 2014.
Turnover from activities:
1,279.0 million euro, of which
turnover from passenger transport:
Financial dashboard 2014
(mln. euro)
exploitation
subsidies
1.120,8
infrastructure
fee
-637,2
stations
678
259
118
1.279,0
145,1
-87,7
international
turnover
activities
other
products
energy
consumption
(trains)
domestic
personnel costs
-1.209,6
ebitda
cash
recurrent
5,7
other
costs
-604,8
5
Notable facts
22/01 Aggression directed towards train personnel reduced by 10% in 2013 compared to 2012.
28/01 One in six train tickets was bought from ticket machines provided by SNCB.
05/03 SNCB installed 500th
ticket machine in Hofstade.
30/03 Reopening of restored
station in Leuven.
19/05 Free 'voters ticket' to go
and vote.
03/02
Liège and Antwerp are two of the
most beautiful stations in the world according to the American blog
Mental Floss.
04/02 SNCB prioritises refurbishment of the
19 most run-down stops in Wallonia.
24/02
6
Transport plan roadshows begin in December 2014 (62 info sessions
targeting personnel, local authorities, political managers and the media) for a total of 6,238 invitees in all provinces (to 27/03).
06/04 Official reopening
of stop at Hamont-Achel
(Limburg).
07/04 SNCB app downloaded over
1 million times.
11/06 Launch of second phase transport plan roadshows 2014: SNCB provides
answers to questions from the
stakeholders.
16/06 Construction begins on new
multi-purpose workshop at Melle.
03/07 Amended transport plan 2014
is ready. Temporary route planner goes online.
19/11 Regus and SNCB launch flexible
workplaces in stations.
03/09 The Railway Operations Center (ROC) for the coordinated management of train traffic (merger between Traffic Control
Infrabel and passenger
dispatching SNCB) goes operational.
19/09 Definitive timetable
transport plan 2014 is
published.
28/08 Start of work
master plan
Brussels-North.
29/08
Trains to the coast transport 2 million passengers in July
and August.
14/12 SNCB launches new
transport plan.
15/12 National strike halts
domestic and international
train transport.
01/10 Alstom will supply 449 modules ETCS
level 2 to SNCB.
22/10 Construction starts on new station at Blankenberge.
24/10 @SNCB on Twitter celebrates first birthday
with its online ambassadors.
7
The core of our
DNA
High quality mobility for a sustainable society
VISION
REASONS FOR OUR EXISTENCE
By giving the customer centre stage,
we can play a key role in Belgium's
mobility and reinforce our role as a
European hub. In this way, we create
social, ecological and economic added
value (triple P).
We are a public service provider that aims to offer its
customers high quality and sustainable mobility by train,
from a multi-modal perspective and with the expansion of our
stations as integrated hubs.
MISSION
We offer our customers safe, reliable and
efficient mobility solutions for their various
travel needs both at home and abroad.
When developing our activities, we focus
on the customer in order to create a
relevant and profitable service.
8
VALUES
Pragmatism, passion and modernity are the core values
of SNCB. These determine our relationship with our
customers and stakeholders, define how we work and
form the drivers behind our evolution.
The backbone of our
DNA
An organisation in line with its customers and stakeholders: a daily challenge
CUSTOMER AND STAKEHOLDER NEEDS AND EXPECTATIONS
multi-modality
smooth trip
to work
comfort
punctuality
interesting
free-time offer
safety
sustainable
well managed
public resources
interesting
rates and
products
smooth changes
and connections
train offer
adapted to
mobility needs
solutions
mobility problems
accessibility
STATION
STATION
performances
information
transport plan
domestic offering
quality
sales and
distribution
planning and
management of
production resources
stations
(real time)
monitoring and
dispatching
international
offering
stops
maintenance and
modernisation
procedures and
regulations
staff
SNCB ORGANISATION AND PRODUCTION APPARATUS
9
The strategic challenges
Linking social targets to operational and financial performance
Strategic targets
Key Performance Indicators
PUTTING THE CUSTOMER FIRST
With the implementation of a dual structure for the Belgian railways and the concentration of all
customer-linked activities within SNCB, we have all of the levers needed to reconcile services to the
needs of the customers. They must be placed central to all developments and investments made by
SNCB.
passenger
growth
quality
service
provision for
the customer
customer
satisfaction
safety
punctuality
reliable
and available
trains
LINKING GROWTH TO QUALITY
Between 1995 and 2012, train travel grew by 60% (in passenger kilometres). Over the same period,
road traffic increased by 19%*. These levels of growth present a problem on both the roads and the
railways and correspond to negative consequences for operational quality. We are prioritising work on
optimising safety, improving punctuality and the quality of our services.
*most recently available figures for road traffic
WORKING ON FINANCIAL EFFICIENCY AND DEBT STABILISATION
The government savings initiatives in the context of improving the overall health of government
finances require the SNCB to work harder on efficiency and income growth. At the end of 2014,
the economic debt* was 3.2 billion euro. Whereas the debt has been growing each year by around
200-250 million, SNCB has now succeeded in slowing this to 71 million.
€
€
€
€
€
€
€ €
€
€
€
€
€
turnover
€
€
operating
debtreduction
CO 2 emissions
train traffic
multi-modal
solutions
(offering and
infrastructure)
quality
station
projects
result
(ebitda)
* net financial debt + unused investment subsidies and regional co-financing
+ balance of net debt and commercial claims
DEVELOPING MOBILITY IN A LIBERALISED MARKET
SNCB is continuing to build sustainable and multi-modal mobility, with the train forming
the backbone. When developing stations, we focus on their role as public transport hubs
and welcoming the train passenger. Simultaneously, we are also preparing for the national
passenger transport market being opened up.
10
€
Focus points federal coalition agreement of 9 October 2014*
• particular focus on less mobile people
• better info for and communication with the passenger
• customer-focussed, demand-driven, quality-sensitive and cost-effective transport plan
• paying attention to needs of less densely populated areas
• guaranteed services during strikes
• development of ETCS safety system
• priority focus on safety in stations
• improved punctuality
• greater freedom regarding rates
• review of infrastructure fee
• investments more closely aligned with priorities
• savings of around 3.15 billion euro in period 2015-2019
• accelerated implementation of RER Brussels for Antwerp, Ghent, Liège and Charleroi
• integrated public transport offering and legal framework for mobility budget
• stimulating freight transport (Belgium as logistics turntable and ecology)
• principle of liberalisation: guaranteeing quality, demand-driven and
cost-effective public transport
* As main shareholder,
the federal government
sets the main points
of the strategic
development and
also determines the
priorities.
11
SNCB organisational chart
Focus on strategic targets
In 2014 we thoroughly
updated the company
structure in order to be
able to better tackle our
strategic challenges.
Unites all operational services
(including train personnel) needed to
organise and monitor train traffic:
Sales personnel, marketing and
communication, customer service,
but also historical items and
documentation centre:
• elaborating transport plan and • monitoring and adjusting
• marketing
• communication with customer
• sales of products and services
• training of and provision of
• service provision for the customer
implementing services
transport plan
provided by SNCB
information to personnel involved
in the transport plan
• planning rolling stock and train drivers
• management and training of conductors
• operational management train service 5
and implementation at local level
• safety passengers and personnel
€
€
DIRECTORATES
12
optimum safety
Key
Performance
Indicators
improved punctuality
passenger growth
customer satisfaction
(domestic and international) (quality barometer)
€
€
€
quality service
provision
for the customer
€
€
higher turnover
€
multi-modal solutions
(offer)
All services for building, managing
and maintaining the stations and
stops, managing car parks and
concessions:
Unites all technical services and
workshops for maintenance and
modernisation of trains:
Responsible for accounting
and financial management and
reporting:
• managing stations and stops
• modernising and developing stations • providing sufficient, safe and reliable • management of treasury and • cleanliness, maintenance and
• accounting
• checks on financial management, trains
and stops and the surrounding area
modernisation of trains
• guaranteeing reception and services • technical studies trains
• setting up logbooks and within stations
• strengthening intermodality
• playing central role in urban financing
income and expenditure
approving new trains
• breakdown of train
• maintenance of freight trains
development
• managing concessions
€
€
€
quality of
station projects
customer
satisfaction
reliability and availability
of trains
neatness
trains
€
operational
result
(ebitda)
debt reduction
STATION
STATION
accessibility
multi-modal solutions
(infrastructure)
multi-modal solutions
(infrastructure)
quality of modernisation
and new trains
13
The core of the SNCB DNA is sustainable
mobility for everyone. That is why we
do all we can to help everyone
with their travel requirements.
In 2014, we received 57,524
requests for assistance from
persons with limited mobility,
an increase of 2.2%.
14
The essential building blocks
of our DNA under the microscope
FINANCES (p. 48)
PUNCTUALITY (p. 24)
MOBILITY (p. 16)
STATION PROJECTS (p. 40)
SAFETY (p. 20)
ROLLING STOCK (p. 44)
TRANSPORT PLAN (p. 30)
SERVICE (p. 36)
15
DNA of mobility
The share of the train in total
2007
2008
2009
196,6
206,2
210,1
2010
2011
2012
2013
2014
mobility
has risen from 5.67% in
215,1 221,3 223,3 223,0 224,8
1995 to 7.38% in 2012.
+60%
180
160
train
140
180
bus, tram and metro
+60%
total
120
160
train
car, van and motorbike
100
140
*total
80
120
95
19
96
19
97
19
98
19
99
20
00
20
01
20
02
20
03
20
04
20
05
20
06
20
07
20
08
20
09
20
10
20
11
20
12
20
13
20
14
(source: forecasts for mobility growth, federal Planning agency 2012)
2009
2010
2011
2012
2013
2014
196,6
206,2
210,1
215,1
221,3
223,3
223,0
224,8
car, van and motorbike
1995
Modal82,65%
evolution
(passenger kms)
2007
2008
2009
2010
2011
2012
2013
2014
7,7
8,1
7,6
7,6
7,9
7,9
9,5
10,2
100.000
2008
7,7
8,1
16
7,6
2009
2010
2011
2012
2013
2014
7,6
7,9
7,9
9,5
10,2
5,67% modes
11,68%
of share of train compared to other transport
car, van and motorbike
train
bus, tram and metro
2000
83,03%
1995
2005
79,95%
6,58%
13,47%
2000
2010
83,03%
79,97%
5,93%
7,25%
11,04%
12,78%
2005
2012
79,95%
79,62%
6,58%
7,38%
13,47%
13,00%
2010
79,97%
7,25%
12,78%
2012
79,62%
7,38%
13,00%
82,65%
5,93%
5,67%
11,04%
11,68%
150.000
125.000
2007
train
bus, tram and metro
*
Source: road transport: FPS Mobility and Transport;
train: SNCB; BTM: Statistical Pocketbook 2013
19
95
19
96
19
97
19
98
19
99
20
00
20
01
20
02
20
03
20
04
20
05
20
06
20
07
20
08
20
09
20
10
20
11
20
12
20
13
20
14
2008
bus, tram and metro
*2012: most recent
data for other modes of
transport
car, van
and motorbike
100
80
2007
(in passenger-km, national + international)
19
Since the end of the 1990s, passenger growth has been
substantial; it has declined slightly since 2011. In the future,
we expect less growth in the traditional home/work arena, to
the benefit of home/school journeys and leisure travel.
Growth of traffic
index (1995=100) index (1995=100)
Mobility per train:
growth stabilises
1
150.000
75.000
125.000
50.000
187,5
196,6
206,2
210,1
215,1
221,3
223,3
223,0
11
10
9
of passengers but growth is slowing.
82,65%
2000
83,03%
2005
79,95%
2
2010
8
Between 6.00 am and 9.00 am we180
see the highest concentration of
2012 79,62%
passengers.
160
180
2007
2008
2009
2010
2011
2012
2013
2014
7,7
8,0
7,7
8,1
7,6
7,6
7,9
7,9
9,5
10,2
150.000
125.000
100.000
75.000
2007
2008
2009
2010
2011
2012
2013
2014
177,6
187,5
196,6
206,2
210,1
215,1
221,3
223,3
223,0
224,8
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
177,6
187,5
196,6
206,2
210,1
215,1
221,3
223,3
223,0
224,8
a
100
120
totaal
80
100
*
a
25.000
19
2006
totaal
120
140
80
0
*
19
2005
week
Saturday
Sunday
140
160
95
50.000
time
96
19
97
19
98
19
99
20
00
20
01
20
02
20
03
20
04
20
05
20
06
20
07
20
08
20
09
20
10
20
11
20
12
20
13
20
14
2006
19
2005
index (1995=100)
index (1995=100)
number of passengers
95
19
96
19
97
19
98
19
99
20
00
20
01
20
02
20
03
20
04
20
05
20
06
20
07
20
08
20
09
20
10
20
11
20
12
20
13
20
14
of national passengers (million)
5h
10h
15h
20h
24h
auto, bestelwagen en motor
trein
80% of passengers get on the train in 80 stations auto,
(15%
of theentotal).
The 76
bestelwagen
motor
1995 82,65%
least used stops welcome just 0.5% of passengers.
Number of international passengers (million)
11
100%
80%
10
11
60%
9
10
40%
20%
89
0%
78
7
1995
trein
2 Features of mobility per train:
CONCENTRATION IN SPACE 79,97%
AND TIME
SNCB is carrying increasing numbers
170
2
2
224,8
auto, bestelwagen en motor
Number
230
7
220
230
210
220
200
210
190
200
180
190
170
180
2
2
2
2
2
2
2
2
2
2
1
1
1
1
1
177,6
1995
2000
82,65%
83,03%
2000
2005
83,03%
79,95%
2005
2010
79,95%
79,97%
2010
2012
79,97%
79,62%
0.5% of passengers get on the train in 76 stops (14%)
60% of passengers get on the train in 25 stations (5%)
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
7,7
8,0
7,7
8,1
7,6
7,6
7,9
7,9
9,5
10,2
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
7,7
8,0
7,7
8,1
7,6
7,6
7,9
7,9
9,5
10,2
150.000
2012 79,62%
80% of passengers get on the train in 80 stations (15%)
100% of passengers get on the train in 550 stations (100%)
125.000
150.000
100.000
125.000
75.000
100.000
17
trein
Knokke
Blankenberge
Antwerpen-Centraal
Brugge
3
Mol
Sint-Niklaas
Accessibility
Torhout
Integral accessibility
Landegem
Gent-Dampoort
Gent-Sint-Pieters
Deinze
Wetteren
Currently, 29 stations are fully accessible for
persons with reduced mobility. These stations
have at least one obstacle-free access route to
the building and the railways, modified sanitary
facilities, guidelines for the blind and the
visually impaired, high platforms and personnel
to provide assistance.
Genk
Brussels Airport
Brussels-Central
Brussels-Midi
Kortenberg
Louvain
Zaventem
Brussels-Luxembourg
Halle
Louvain-la-Neuve
Liège-Guillemins
Verviers-Central
Gembloux
Namur
A train for everyone
Andenne
Charleroi-Sud
How do we make stations and trains more accessible
for persons with reduced mobility (PRMs)?
Help
114 stations are
accessible for PRMs
17 stations
work with
taxi companies
286
mobile access ramps in
order to simplify
getting on and off trains
330 audio loop
Help
4
MULTI-MODALITY
Coordination of public transport
Help
In order to ensure that the transfer between trains and other transport options runs
smoothly, SNCB is investing in more extensive parking facilities for bicycles and cars.
53 stations
with bike points
18
114
Help
assistance points
Help
24 stair-lifts
Car parking
B for You Teams
systems for the
hard-of-hearing
87,602
parking spaces
for bikes
58,804
parking spaces
for cars
In order to ensure the transfer between tram or bus
runs smoothly, SNCB has a continuous dialogue with
the regional, public transporters (De Lijn, STIB, TEC).
When building or modernising stations, priority
attention is paid to the integration of bus, tram or
metro services.
Eupen
5
Sustainability
A policy encompassing three pillars
Avoid
Shift
Improve
We can avoid additional transport by
developing stores, offices services and
housing in or near stations.
Train travel is therefore the sustainable
choice. Compared to other methods of
transport, less energy and space is used.
97% of SNCB trains are electrically
driven.
The train itself is becoming more energyefficient: compared to 2013, energy
consumption per passenger km has
reduced by 4%. Of this, 3% is thanks to
exceptionally mild winter months.
Energy consumption
Compared to
1990, the train
now uses 20%
less primary
energy per
passenger km.
The railways in Belgium use
just 2% of all of the energy
that is needed by all methods
of transport, but corresponds
to 7.3% of passenger growth
139
and 15% of freight transport
g/p-km
(figures 2012).
Energy
consumption in
SNCB buildings
has reduced by
19% (compared
to 2005).
car
car
(average)
(average)
CO 2 emissions
19g/p-km
19g/p-km
passenger
passenger on
on aa train
train
139
g/p-km
(average)
(average)
car
(average)
5g/p-km
5g/p-km
-11% CO 2 per passenger-kilometre
Electric trains do not have any direct CO 2 emissions.
If we consider the CO 2 emissions from electricity
generation, the CO 2 emissions per passenger km have
reduced by 11% compared to 2013.
passenger
passenger on
on aa train
train
(peak)
(peak)
19g/p-km
passenger on a train
(average)
19
DNA of safety
1 TOWARDS OPTIMUM SAFETY
2
In 2013, we finalised the installation of the automatic stop system TBL1+.
This brings a train to an automatic halt if it is still maintaining a high speed
(40 km/h or more) when it is 300 m away from a red signal. We are now
concentrating our efforts on implementing the advanced safety system ETCS.
A strong emphasis on safety during training and
follow-up of train drivers has led to the number of
unauthorised passing of traffic signals incidents
within SNCB being dramatically reduced, whereas
generally there is talk of an increase.
What is ETCS?
ETCS or European Train Control System is a Europe-wide safety system
ETCS on
that monitors train speed continuously.
12,8%
How is this being implemented?
New trains, such as our Desiro multiple units, are delivered with the ETCS fitted
as standard. The system is available, but not activated (ETCS off) on other
ETCS off
types of more recent trains. This requires the
installation of specific software.
18,0%
In older trains, the system is installed retroactively in the SNCB workshops,
non ETCS
ETCS69,2%
on then
but the technology is not an option with some types of train. These
are
geen ETCS
ETCS off
replaced with new trains.
69,2%
non ETCS
SAFETY CULTURE
ETCS on
12,8%
Unauthorized passing of traffic signals SNCB
120
120
100
110
103
ETCS off
18,0%
100
80
80
60
77
60
66
64
ETCS on
ETCS off
non ETCS
40
20
0
2010
2011
2012
ETCS on
12,8%
ETCS on
20,2%
End 2014
0
2013
2014
20
ETCS off
17,7%
110
100
ETCS off
18,0%
non ETCS
69,2%
geen ETCS
62,1%
ETCS on
20,2%
120
103
77
80
60
ETCS on
non ETCS
ETCSETCS
off
on
62,1%
non ETCS
ETCS off
non ETCS
20
0
2010
2011
64
Timing implementation
ETCS
on
of
ETCS
ETCS off
Basic
aims: all trains
non ETCS
with
ETCS in 2023.
ETCS off
17,7%
40
66
2012
2013
Ba
40
20
% fleet with ETCS on (installed + operational), ETCS off (installed but not operational) and no ETCS
End 2013
110
2014
201
By the end of 2014, 100%
of the trains has been fitted
with TBL1+ and 20.2% with
the most advanced safety
system ETCS
21
SECURAIL MONITORS SAFETY
Over 500 agents from Securail are responsible for ensuring
personal safety in stations and trains. Securail clearly
demonstrates its presence by focussing on
patrols. In order to monitor the entire railway network,
agents have access to over 3,800 cameras.
This is the most extensive camera network in the country.
22
23
Andere
5,3%
Infrabel
21,0%
DNA of punctuality
Derden
37,1%
1
Punctuality: finally breaking the trend
NMBS
36,6%
Share in delays
In the past few years, SNCB has declared war on delays and implemented a
whole range of measures to improve the punctuality of trains. In 2014, the
negative trend was brought to a halt and more trains now operate on time,
irrespective of the circumstances. It is just a start and we must improve further:
punctuality remains the most important 'performance indicator'.
The SNCB share in delays fell slightly in 2014.
2014
Others
4.0%
Infrabel
25.9%
Punctuality has increased by 2.6%.
In 2014, average punctuality was 88.2%,
whereas in 2013 85.6% of trains ran on time.
Third parties
33.8%
SNCB
36.3%
Evolution of punctuality
96%
94%
92%
13.9%
technical problems with motor coaches
90%
88,2%
88%
8.9%
technical problems with electric locomotives
3.9%
technical problems with carriages
86%
5.0%
staff
24
13
12
20
14
20
11
20
20
20
10
09
20
7
20
08
06
20
0
4
05
20
20
03
20
0
20
01
percentage of punctuality before neutralisation
20
02
20
00
8
99
20
19
97
19
9
19
95
19
96
19
19
94
84%
3.8%
others
0.8%
adhesion
SNCB is working
on punctuality
within 4 domains
Cancelled trains
As a result of industrial action in 2014, the number of cancelled
trains rose sharply (2.37% of the total). If we disregard this,
there was a reduction compared to the previous years (1.23%
of96%
the total).
2013
2014
(incl. Wetteren)*
(incl. strikes)**
27.385
30.507
punctuality-related parameters.
2012
94%
1
Accurate monitoring and adjustment of all
2,37%
86%
Total number of cancelled trains
(excl. Wetteren)
(excl. strikes)
18.969
20.580
15.832
6.898
7.887
5.330
12.071
12.693
10.502
1,42%
1,59%
1,23%
2
14
13
adapted to the evolution of the network
20
12
20
20
11
Transport plan with more robust timetables,
20
20
20
20
20
20
20
20
20
20
00
% of the total number of trains
20
99
20
98
19
97
19
19
19
19
Number partially cancelled
19
96
95
94
84% completely cancelled
Number
10
2,12%
09
1,42%
08
monitoring overloaded trains).
% 88%
of the total number of trains
07
(e.g. prompt departure of trains from sidings,
18.049
06
12.458
05
8.214
19.171
04
6.898
12.071
03
Number completely cancelled
90%
Number partially cancelled
02
18.969
01
92%
Total
number of cancelled trains
(number of passengers, railway construction
sites and major works).
*Wetteren: serious accident with freight train (May 2013)
** Industrial actions in November and December 2014
3
Cancelled trains according to responsibility
Increasing reliability of train rolling stock.
50%
4
40%
Raising awareness among and training
30%
personnel.
20%
10%
el
Inf
rab
CB
SN
a
du nno
str un
ial ced
act
ion
in
s
pa
rtie
rd
thi
op othe
era r
tor
s
tic
s
gis
Lo
CB
SN
no
spet (yet
cifi )
ed
0%
2013
2014
25
2
PUNCTUALITY ACTION PLAN
SNCB and Infrabel have a collective action plan for improving punctuality. In
2014, two evolutions were important: the focus on the initial departure of
trains and the installation of the Railway Operations Centre
(ROC, see page 28/29).
We are working
towards
reliable trains
Our trains often have to deal with
breakdowns. The quality of maintenance must be
improved. Reliability can also be increased by
modernising older trains and introducing new
trains.
Replacing or improving equipment and building
We are making our
new, functional workshops means work can take
workshops more efficient place in a more effective and seamless manner.
The review of work processes and work
organisation and the implementation of more
flexibility is also contributing towards greater
efficiency.
We make sure
there is a
better flow of
information
If all of those concerned have the appropriate
information in good time, problems can be
resolved more quickly. That is why we send realtime info about defects onto train drivers and
conductors. A helpdesk for drivers enables them
to resolve some issues immediately. Strict
monitoring of problems and an effective feedback
procedure with the personnel on the site helps
improve technical and organisational aspects.
26
We pay particular attention to
the initial departure
of a train
Train driver:
preparing train
Signalling box
(tests, brake check…)
Conductor:
Infrabel:
When it comes to the train's initial
preparing trains (doors, end
opening signal
departure from a railway siding, many
signals…), providing on-time
aspects, including issues related to safety,
departure signal
are checked and tested. All of the actors
must carry out their tasks quickly,
efficiently and taking the timetable into
Workplace personnel:
account. This requires good cooperation,
train maintenance
discipline and communication between
Shunter:
colleagues.
necessary shunting
Cleaner:
cleaning trains
Inspector: checks after
shunting, preventative
Discipline is crucial to the
inspections, brake check
initial departure: a train that
starts too late, creates
Deputy station manager of the sidings:
a domino effect of delays.
coordinates initial departures, central
Maintenance: check logbooks and carry
reporting point, contact with Infrabel's
out repairs, available to the train driver in
signalling box
the event of any technical problems
We encourage
improved collaboration
In order to guarantee punctual train traffic, SNCB employees and those of the
infrastructure manager Infrabel, involved in the real-time traffic management, must work
together very effectively and communicate efficiently. That is why we have united the
experts from SNCB and Infrabel in one Railway Operations Center and have SNCB
managers available in the Infrabel signalling boxes.
27
28
MONITORING PUNCTUALITY
THE RAILWAY OPERATIONS CENTER (ROC)
ROC: integrated traffic control
Since July 2014, the experts from SNCB and Infrabel who
are responsible for the central management and monitoring
of train traffic have been working in one large room so that
communication is quicker and smoother.
Actual traffic control (dispatching)
is in the hands of Infrabel.
SNCB has 3 teams of experts with specific tasks:
• Traction distributors: real-time management of all trains on the network. If a specific train cannot be used,
they source replacement rolling stock.
• Passenger Dispatching: managing the information provided to passengers and conductors, ensuring that travellers reach their destinations when there are
problems (e.g. organising bus services).
• Central Permanence Train Conductors: managing efforts and planning dispatchers when there are problems
(e.g. finding replacements).
29
DNA of transport plan 2014
1
TRANSPORT PLAN 2014:
TOTAL REORGANISATION OF TRAIN OFFERING
Interaction between
people and resources
On 14 December, SNCB launched a completely new transport plan. An immense
task involving all of the production equipment being organised for the new train
service in one night.
The new transport plan runs until 2017.
145
persons in charge of the regional
follow-up of the traffic
The transport plan determines how all of the actors
and elements of the railway system interact smoothly.
It determines which trains run on which connections,
taking into account infrastructure works, maintenance
planning in the workshops and a myriad of other
aspects. It also determines the work of a raft of
workers, from distributors to shunters. And it sets the
travel rhythm of 845,000 train passengers (on any
given work day).
30
845,000
passengers/day
80 central dispatchers
for train traffic
2,500
60 distributors and help desk workers *
train conductors
300
speakers
3,000
train drivers
3,500 km
of tracks
550
stations and stops
800
deputy station managers
*distributors: 'distribute' all trains and locomotives in real time,
provide replacements in the event of defects and send the rolling
stock to the workshops and maintenance locations on time for
repairs and maintenance
**shunters: are responsible for connecting and disconnecting the
train components and the order of carriages.
5,320
maintenance workers and breakdown service
550
shunters **
3 central workshops
9 traction workshops
18 maintenance posts
31
2
DNA OF 2014 TRANSPORT PLAN
Why?
• The last transport plan dated from
+
May 1998. Since then, the number of passengers has grown by 70% and mobility needs have changed.
• The number of large construction sites
on the railways doubled between 2008
and 2013 and this impacts upon journey times and the organisation of the train services.
Obligations
management contract
In the management contract, the
government imposed a number of
obligations on SNCB with regard to train
services:
• the minimum average punctuality level
• journey times for early and late trains
• services for rural areas
+
New elements
• SNCB would like to offer increased comfort for more customers, by improving services on the most frequently used connections and creating additional seating.
• SNCB is obliged, via various agreements to provide additional trains:
• around Brussels (expansion of suburban network)
• the airports of Zaventem
• between Brussels and Amsterdam
Principles of the transport plan
A. Regular-interval timetable
A. Regular-interval timetable
B. Homogeneous spread
B. Homogeneous spread
1/h
1/h
IC 2
IC 2
2/h
2/h
3/h
3/h
4/h
4/h
L3
L3
If there are multiple trains
to one destination per hour,
we must spread them as
effectively as possible in the
available time. Ideally, every
quarter or half an hour.
If you have a train at 10.32, the next ones will leave at 11.32,
at 12.32, and so on. This makes journey planning easier.
C. Symmetry
C. Symmetry
D. Homogeneous train formation
D. Homogeneous train formation
Departure
Arrival
Departure
Arrival
Departure
.10
.10
Arrival
.15
.15
Departure
.22
.22
Arrival
.38
.38
GARE A
GARE B
GARE B
GARE C
GARE A
GARE B
GARE B
GARE C
E. Realistic
E. Realistic
transfer times
transfer times
GARE A
GARE A
GARE B
GARE B
GARE C
GARE C
GARE D
GARE D
Connection 7’
Connection 7’
Arrival
Departure
Arrival
Departure
Arrival
.50
.50
Departure
.45
.45
Arrival
.38
.38
Departure
.22
.22
GARE A
GARE B
GARE B
GARE C
GARE A
GARE B
GARE B
GARE C
Arrival + departure= 60’
Arrival + departure= 60’
Symmetry ensures that your outbound and inbound journeys on
the same connections have the same transfer times. If you have
8 minutes to catch your connecting train in the morning, you will
also have 8 minutes in the evening.
32
GARE E
GARE E
GARE F
GARE F
Where possible, we use the same types of trains
for the same journeys. We therefore provide a
more reliable train service.
We have improved
transfers. You now
have more time to
make your transfer.
What do we need to consider when elaborating the transport plan?
• Aspects that impact upon journey times: stricter safety procedures, extra buffer times for infrastructure work, longer stop times in specific stations with more significant traveller growth, more time for the Brussels North-South route and types of trains
(weight and length affect journey times).
• Opening new stops.
• The new offering must not soak up any extra financial resources (given the savings imposed by the government).
Result: a reliable range of services with realistic journey times and increased regularity
+
In order to outline an improved transport plan for the majority of travellers, we have
had to make a range of considerations. The advantages of the new plan also therefore correspond to disadvantages.
Services match demand
more effectively
We use trains on routes and at
moments where and when
demand is greatest.
More seats
The use of new trains means
that we can offer more seats.
Better connections
with Brussels Airport
Direct train connections
from 54 stations instead
of 43 as there used to be.
Fewer early
and late trains
Some early and late
trains only carry a few
passengers. Costs are
high. We will provide an
alternative whenever
possible.
-
Some journey times
will be a little longer
The average journey time
will increase by 1%. The
100 most important routes
will require on average
3.3% more time.
More robust
For journey times,
we will take all operational
parameters into account.
Better connections
People who have to make connections will have more time and
the trains will be more effectively harmonised with one another.
Cancelling some direct trains
Some direct trains could
not be maintained, but there are better
transfer options to compensate.
33
Transport plan 2014:
emphasis on communication
and transparency
34
Traveller information
An extensive communication campaign preceded the
implementation of the transport plan 2014.
During the launch, SNCB required 'all hands on deck' in the stations,
in order to provide information to and assist travellers.
Informing stakeholders
Stakeholder communication is a real first for SNCB.
• It is the first time that we have informed our stakeholders
about our transport plan.
• We provide information on a large scale with 62 information sessions in all provinces across the country.
• We are focussing on a wide range of stakeholders: personnel, travellers' associations, local authorities, local politicians, the media and mobility experts.
• We offer the option of interaction: during the sessions in March, we made a note of all of the questions and comments from our interested parties in order to establish whether they
could be integrated into the transport plan. During a second series of sessions in June, we then explained why we were able
to implement certain modifications or not.
35
DNA of the service
1 A STRATEGY WITH THE CUSTOMER AS CENTRAL POINT
SNCB would like to better reconcile its DNA with the DNA of the customer.
In all our activities, the customer must be the central focus point.
The challenges: improving the quality of services for existing customers and
attracting new customers.
Customer central
Multi-modal mobility
• Developing networked mobility solutions with integration before and after transport.
• Simplifying access to the train for all transport by offering parking for cars and bikes.
rental bikes (Blue bike), shared cars (Cambio), integration of bus and metro stops in the stations.
• Better knowledge of profile,
behaviour and expectations of
customers and non-customers.
• Greater emphasis on info and advice,
smoother contacts with customer
service.
• Make things easier for the customer
(easier purchases, access to information)
Increase turnover
• More passengers outside rush-hour
• Diversification of prices on basis
of demand
• Work on creating more appealing leisure time offering
36
Digital
innovations
• More services via
MOBIB chip card
• Greater use of social media
(Twitter)
• More efficient management of
customer file
• Expansion of functionality of
route planner (e.g. duration
of journeys compared
with the car)
2
AT YOUR SERVICE
3
We do all we can to help our customers, both via
digital media and an efficient Contact Centre.
Customers are increasingly choosing email and
tweets but also continue to call the Contact Centre.
Persons with reduced mobility are increasingly
calling for assistance in 2014. Improved punctuality
means that the number of payouts for delays has
reduced dramatically.
THE CUSTOMER'S OPINION
The customer clearly appreciates
our efforts in terms of simplifying
the ticket purchasing process.
And our personnel are evaluated
very well, as always.
General
satisfaction
6,69/10
Contact Centre
55,067
e-mails
(+2.3%)
522,586
calls
(-5.7%)
€
€€
Twitter
40,699 calls*
for assistance
for persons with
reduced mobility
(+11.9%)
€
€€
*(57,524 in total
if we add in
requests in stations)
€
€
28,342 followers
Compensation for delays
€
€
82,256
compensation requests
(-22.1%)
€
€
1.0 million
euro paid out
(-36,6%)
Customer satisfaction 2014
ticket purchase
SNCB staff in trains
SNCB staff and service in stations
information and tools
train comfort
information in stations
tidiness of stations and car parks
information in trains
train offer
customer service infrastructure (stations, car parks)
tidiness in trains
ticket fares
punctuality
(out of 10)
7.80
7.68
7.13
7.06
7.00
6.97
6.73
6.72
6.65
6.61
6.44
6.27
5.79
37
80
68
13
06
00
97
73
80
72
68
65
13
61
06
44
00
27
97
79
73
72
65
61
44
27
79
3
other channels
DNA OF PURCHASING
internet (Direct, PIM, Group,...)
5.6% 1.4%
trains
Sales by sales
channels
9.1%
(transactions)
December 2014
internet
ticket machines 5.6%
28.3%
trains
9.1%
other channelsstations
55.5%
(Direct, PIM, Group,...)
1.4%
The share of the automatic
ticket machines in sales has risen
from 17.0% in January 2014 to
28.3% in December 2014
stations
55.5%
ticket machines
28.3%
The ticket machines are gaining in popularity. Thanks to increasing
sales via the machines, desk personnel have more time to provide
the customer with information and advice.
Product mix income
other
3.2%
tickets
34.7%
railcards
49.5%
other
3.2%
tickets
journey
cards
34.7%
12.6%
Almost halfrailcards
of SNCB's income is obtained from the sales
49.5%
of railcards (subscriptions).
38
journey cards
12.6%
Installation across the
whole network, ease-ofuse and higher reliability
means that sales via ticket
machines have increased
substantially.
4
SIMPLIFICATION AND DIGITALISATION
In October 2014, SNCB
launched a new SNCB app
for Android with new
functionalities
• New navigation structure:
station, route planner, train, tickets.
Purchase of tickets via route planner
• Real-time info by train number
• A larm clock
• U seful numbers
(Securail, customer service)
• Contact Twitter-team
5
ENCOURAGING LEISURE JOURNEYS
The train is becoming more popular when it comes to leisure
journeys. Permanent B-Excursions remain stable but temporary
B-Excursions increased significantly in 2014 (+37.9%).
In total, SNCB sold over 590,000 B-Excursion tickets.
The trains to summer festivals such as Pukkelpop or TW Classics
have also seen growing success.
Permanent B-Excursions
Antwerp Zoo
1
Planckendael
Plopsaland
5
4
Walibi
2
TOP 5
3
Pairi Daiza
Temporary B-Excursions
Download the SNCB app
in the App Store
Download the SNCB app
in the Google Play Store
Liège expo 14-18
1
Dino Expo
Antwerp
5
4
Michaël
Borremans (Bozar)
525,000 customers
are already using the
MoBIB chip card.
2
TOP 5
3
Autosalon
Brussels
Art of the Brick
2 million travellers
used the train to
travel to the coast in
July and August 2014
39
DNA of the stations project
The most important ongoing and completed projects in 2014
Mainstation Ghent
• Complete renovation and expansion Ostend
into multi-modal hub
• Complete renovation
• New, wider platforms and • Renovation
rear entrances
of station environment
• Renovation of station environment
Brussels-Nord
Roeselare
• Renovation of station
• New station
• Total reorganisation with multi-modal • Renovation of station environment
facilities and increased retail area
Antwerpen-Berchem
Oostende
• Parking for 543 cars completed
Mechelen
Gent-Sint-Pieters
Roeselare
Brussels-Nord
Brussels-Schuman
Tournai
Ath
Mons
Mons
• New station
Tournai
• Renovation of station completed
Ath
• Renovation of station interior
40
• Renovation of station environment with greater focus on intermodality
• Parking for 862 cars
Antwerp-Berchem
Mechelen
• New bike building
• New station
• Renovation of station environment with greater focus on intermodality
Leuven
• Complete
renovation of
Leuven
station building
Verviers
Brussels-Schuman
• Renovation of station
• New multi-modal
station
Verviers-Central
Namur
Namur
• Renovation of station over tracks
with addition of bus station
• Focus on intermodality
Arlon
• Renovation of station
Arlon
41
The stations of the future are dynamic,
intermodal, accessible, sustainable and safe.
This DNA will be 'injected' into the new buildings
as well as modernisation projects.
Antwerp-Central is a perfect example of a
successfully transformed historical monument
within a station of the future.
42
43
DNA of rolling stock
SNCB invests in its workshops
RELIABLE TRAINS, EFFICIENTLY MAINTAINED
Our trains must be reliable and available as quickly as possible. This
involves a third challenge: reducing costs. Efficiency and production in
SNCB workshops have improved in the past few years, as a result of the
implementation of lean management principles (project BeLEAN), among
other things. However, there is still plenty of work to be done: 30% of all
delays are down to incidents with rolling stock.
Melle
• Build new traction workshop and workshop
for carriages
• Aim: greater efficiency via ergonomic, Antwerpen-Noord
multi-functional equipment and good
Antwerpen-Schijnpoort
location on the network
• In operation over the course of 2016
How will SNCB further improve
Mechelen
reliability and efficiency?
Melle
Kortrijk
• Renovating and adjusting workshops
• Investment maintenance:
• Rejuvenating rolling stock fleet (use of new trains
a nd modernisation of older trains)
Kortrijk
• build new train wash
• build new inspection pit
Ottignies
• modify railway infrastructure
• Improving quality of maintenance
• In operation over the course of 2015
Mons
Mons
Investment Central Workshop Cuesmes:
Mechelen
• new spray cabins
Investment Central Workshop:
• electrification of access tracks
• updating machinery fleet
• installation of maintenance platforms
• energy-saving measures
• preparing for modernisation (maintenance Desiros, new hangars electronics and air conditioning)
Charleroi
Investment in traction workshop:
In order to maintain new trains quicker and more efficiently, SNCB
workshops must be fitted with height platforms. The technicians can
thus work more easily on the equipment on the train roofs.
44
• new shunting sidings
• automating controls
Charleroi
Delays due to breakdowns
are reducing
Leuven
RER trains
Ottignies
• In operation in period 2014-2017
• Build new maintenance point
• Aim: minor maintenance and cleaning of RER trains
Liège
Kinkempois (Liège)
• Build new workshop for maintenance of all types of train
• Aim: greater efficiency via ergonomic, multi-functional equipment and integration of maintenance point
d
d
c ‘1 ec ‘1 ec ‘1
4
4
4
Breakdown power cars
230,000
220,000
230,000
210,000
220,000
230,000
200,000
210,000
220,000
190,000
200,000
210,000
180,000
190,000
200,000
170,000
180,000
190,000
170,000
180,000
170,000
de
• In operation over the course of 2016
de
Hasselt
de
maintenance and cleaning of the
de de de
c ‘1 c ‘1 c ‘1
4
4
4
110,000
• Aim: adaptation for minor oc oc
‘14 t ‘14 t ‘14
• In operation over the course of 2016
d
d
c ‘1 ec ‘1 ec ‘1
3
3
3
• Investment maintenance
oct
shunting
Leuven
oc oc
‘14 t ‘14 t ‘14
consuming disconnections and oct
trains are maintained without time-
a
a
g ‘1 ug ‘1 ug ‘1
4
4
4
(2.5 km in total) means that complete au
The length of the maintenance tracks 2014-2016
a
a
g ‘1 ug ‘1 ug ‘1
4
4
4
• In operation in period
170,000
Breakdown of electrical locomotives
160,000
170,000
150,000
160,000
170,000
140,000
150,000
160,000
130,000
140,000
150,000
120,000
130,000
140,000
110,000
120,000
130,000
110,000
120,000
au
• Aim: time gains in maintenance. a
a
g ‘1 ug ‘1 ug ‘1
4
4
4
of tracks for the work hall
ju ju
‘14 n ‘14 n ‘14
M6-double-deck carriages
jun
workshop for maintaining
signals and electrification freight car workshop
ju ju
‘14 n ‘14 n ‘14
• Building new hangar traction
jun
M6-carriages and Desiro-
locomotives, adapting • Improving track sidings ju ju
‘14 n ‘14 n ‘14
of 2015
a
a
r ‘1 pr ‘1 pr ‘1
4
4
4
Hasselt
ap
platform for maintenance a
a
r ‘1 pr ‘1 pr ‘1
4
4
4
• In operation over the course
Thanks to more efficient maintenance
and investments in new trains, in 2014,
the number of minutes of delay caused
by technical breakdowns
clearly reduced.
ap
installation of roof fe fe
‘14 b ‘14 b ‘14
maintenance:
building traction workshop
feb
• Constructing new service
fe fe
‘14 b ‘14 b ‘14
• Improving equipment feb
Antwerp-Noord
d
d
c ‘1 ec ‘1 ec ‘1
3
3
3
Antwerp-Schijnpoort
Breakdowns carriages
Arlon
d
d
c ‘1 ec ‘1 ec ‘1
4
4
4
45
de
oc oc
‘14 t ‘14 t ‘14
oct
45,000
50,000
45,000
au
• In operation end of 2015
jun
purifying dirty water, lower energy consumption
ap ap ap
r ‘1 r ‘1 r ‘1
4
4
4
• maintenance of Desiro engine systems
• Sustainability: recuperation of rain water for train wash,
fe fe
‘14 b ‘14 b ‘14
feb
of maintenance activities close to the station
d
d
c ‘1 ec ‘1 ec ‘1
3
3
3
• Aim: • more efficient and quicker work via concentration Arlon
75,000
70,000
75,000
65,000
70,000
75,000
60,000
65,000
70,000
55,000
60,000
65,000
50,000
55,000
60,000
45,000
50,000
55,000
de
• Build new workshop close to the station
46
Know-how for
better trains
Planning meeting in
Central Workshop Mechelen
A team of technicians runs through the plans. Their task is to
modernise the Break multiple units, which were built in the
1980s. Of the 139 units, 50 have been modernised (2014).
The modernisation of a train is a substantial operation:
• the train is completely 'stripped' down to a bare carriage frame;
• all of the cabling is replaced;
• the train is painted again;
• the train is fitted with new insulation panels, floors and wall coverings;
• a new interior, toilets, electronic info panels
and windows are fitted. Important technical components are modernised
or replaced too.
Result: a train that is up-to-date with respect to safety,
comfort and fittings.
47
Financial DNA
1
LOOKING FOR BALANCE
BETWEEN COSTS AND INCOMe
At the beginning of 2014, the Belgian railways were restructured,
from a three-part structure with a holding company, to a two-part
structure comprising SNCB and Infrabel. The figures from 2013
have been corrected in order to make them comparable to 2014.
The operating result (ebitda cash recurrent) improved from 0.5
to 5.7 million euro, principally thanks to good cost management.
The reduction in subsidies of 37 million has been offset by a
reduction in personnel costs of around 45.3 million euro.
Despite the operational progress, SNCB is making a net loss (net
result cash of -4.7 million euro). The economic debt amounts to
almost 3.2 billion euro, an increase of 71 million. The increase is
significantly lower than previous years, when the debt increased by
200 million euro or more.
In order to reduce that debt, SNCB must improve the balance between
costs and income in the coming years. Currently, the company has too
little room for manoeuvre on both cost and income sides.
INCOME
COSTS
Offering
Subsidies
48
Rates
Infrastructurepayment
Internal
efficiency
A fundamental part of fixing the
finances is reducing the level of
debt; this is vital in order to secure
the future of the enterprise
49
2
Financial barriers
INCOME
Rates
At the moment, SNCB has very little margin for increasing its income
substantially. Subsidies are set by the government and the option to
modify rates is limited and must be presented to government too.
• SNCB can only modify rates to a limited extent
(linked to punctuality figures and indexing).
• According to an international benchmark, the
rates in Belgium are exceptionally low. With the current rate levels the income is insufficient to cover costs.
• SNCB would like to increase profits by offering a range of rates including specific products or promotions for periods when
the trains are used less frequently.
Subsidies
SUBSIDIES
• The federal government finances the task of
public service provision on the basis of
operational and investment subsidies
(1,120.8 and 804.8 million euro respectively).
• The operational subsidy is just lower than the
turnover of SNCB and is thus extremely important
for the organisation's income.
• Savings planned by the federal government in the context of the restructuring of government finances will reduce subsidies
by 250 million euro by 2019 (on top of reductions of 150 million euro planned by the previous government).
The rates in Belgium are extremely low in comparison with other means of transport.
Cost per km for home/work route of 45 km
€ 0.07 annual subscription full price
€ 0.02
annual subscription with deduction
180
150
158,6
of employer's contribution
€ 0.28 petrol car *
10
143,6
120
8
99,3
90
87,3
60
7,9
7,8
€ 0.26 diesel car *
6
78,2
70,4
5,4
4
46,6
CH
NL
UK
DE
180
150
AT
BE
158,6
4,8
3,2
90
60
30
0
2
0
FR
0,3
BE
FR
143,6
120
DE
CH 10UK
8
99,3
87,3
AT
7,9
NL
70,4
DK
7,8
6
78,2
5,4
5,1
46,6
SNCB obtains € 0.06 per
passenger-km
in sales.
2
For the price of:
0
CH
NL
UK
DE
AT
BE
4
FR
1 STAMP (€ 0.72)
we take a passenger
over 12 km
50
5,1
* fuel, depreciation, costs, maintenance, road tax, 1,7
insurance
30
0
RATES
BE
FR
DE
CH
4,8
3,2
1,7
0,3
UK
AT
NL
DK
1 COFFEE (€ 1.80)
we take a passenger
over 30 km
COSTS
When it comes to costs, SNCB has even less room for manoeuvre.
Offering and infrastructure payments are set by the government.
Internal efficiency is the only factor that SNCB manages itself.
Infrastructure fee
Infrastructure
• The infrastructure fee that SNCB pays to Infrabel
fee
is one of the highest in Europe.
• It does not stimulate development of the range
of services (high costs are charged for local trains,
which are less profitable for SNCB than IC trains).
• SNCB would like to see a different calculation for the price, that is financially feasible for both SNCB and Infrabel and which stimulates the growth of train transport.
Train offer
OFFERING
• The basic offering is set out in the management
contract between the government and SNCB.
• Many trains are not profitable, primarily in off-peak
hours and very early or late in the day; certain routes
and stops are also loss-making.
• In the new transport plan 2017, the offering must be more effectively
reconciled to the demand from the largest customer groups.
The infrastructure payment
in Belgium is the highest
in Western Europe
The infrastructure payment for passenger trains
Internal efficiency
€/train-km
10
8
7.9
cumbersome procedures by focussing on the
essential element: the train passenger.
• Further digitalisation and optimisation of working
process should lead to efficiency gains.
• Focus points internal efficiency:
7.8
6
5.4
5.1
4
4.8
3.2
1.7
2
0
INTERNAL
EFFICIENCY
• SNCB would like to make short shrift of costs and
0.3
BE
FR
DE
CH
UK
AT
NL
DK
availability
of rolling
stock
180
Data come from the annual reports 2013 from the infrastructure managers RFF,
Infrabel, SBB, Network Rail, ÖBB Infrastruktur, Prorail, BaneDanmark,
DB Netze Track (traffic DB Region).
180
150
120
90
60
30
0
158,6
180
143,6
150
120
90
60
30
0
150
158,6
120
99,3
180
158,6
143,6 150
9087,3
60
30
0
143,6158,6
management
of energy
consumption
10
143,6
7,9
8
120
99,3
6
87,3 99,3
99,3
78,2 87,3
90
70,4 78,2
78,2
70,487,3 78,2
70,4
4
70,4
46,6
60
46,6
46,6
2
30
CH 0
NL
UK
DE
AT
BE
0
FR
10
7,8
8
6 5,4
4
46,6
2
0
management
of speed
of the train
10
8
7,9
6
5,1
4
2
0
7,8
4,8
10
7,9
7,8
8
6
5,4
4
3,2
2
BE 0
7,9
5,4
5,1
1,7
FR
simplification of
administrative
procedures
7,8
5,1
5,4
4,8
4,8
3,2
0,3
DE
CH
5,1
3,2
1,7
1,7
UK
51
4,8
3,2
0,3
0,3
AT
NL
DK
1,7
0,3
Colophon
SNCB vision and activities 2014
June 2015
Concept: Bruno Van Calster
Text: Bruno Van Calster
Design: Kathleen Van Vaerenbergh
Coordination photos: Veerle Baele
Photos: Reporters, Denis Moinil, Fotolia
More info: Bruno Van Calster
bruno.vancalster@nmbs.be
Press: pers@nmbs.be
Publisher: Michaël Vanloubbeeck,
SNCB Corporate Communication & Public Affairs,
Avenue de la Porte de Hal 40, 1060 Brussels