DOCSLIB.ORG

DB Bahn Long Distance „ DB Schenker Rail „ DB Netze Track Long-Distance Rail Pass

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
DB Bahn Long Distance „ DB Schenker Rail „ DB Netze Track Long-Distance Rail Pass CERRE-Workshop on Consumer privacy in network industries Panel 1: Dealing with personal data Deutsche Bahn AG Dr. Markus Ksoll Brussels, February 2015 With its nine business units DB is active in all segments of the transport market Passenger Transport : Transportation and Logistics: Infrastructure: Domestic and European-wide mobility Intelligent logistics services via land, Efficient and future-oriented rail services air and the sea infrastructure in Germany DB Bahn Long Distance DB Schenker Rail DB Netze Track Long-distance rail pass. transport 1 European rail freight transport Rail network DB Bahn Regio DB Schenker Logistics DB Netze Stations Regional/urban pass. transport (GER) Global logistics services Traffic stations DB Arriva DB Netze Energy Regional/urban pass. transport (EU) 2 Traction current DB Services 3 Integrated range of services 1 Within Germany as well as cross border traffic; 2 In UK with Arriva-affiliate ‘CrossCountry’ also long-distance passenger transport; 3 Business unit is assigned to the Infrastructure and Services division Deutsche Bahn AG 1 DB is the second biggest provider in the European passenger transport market 2.7 DB Bahn Long Distance DB Bahn Regional billion passengers per year in trains and buses 25,000 passenger trains per day 250 trains are included in ICE fleet of DB 9 neighboring countries can 1 be reached directly via DB DB Arriva DB Bahn Sales As of December 31, 2013; Figures on the left side are rounded and exclude Arriva; 1 DB Bahn Sales is a service center within the passenger transport division Deutsche Bahn AG 2 DB Bahn Sales In passenger transport, DB offers its customers a variety of distribution channels Distribution Channels: Passenger Transport Unit mix 311.5 Mio. Tickets Ca. 400 travel centres und 5 mobility Centres in % 1 Travel Centres Ca. 3.000 employees Ca. 35 million sold tickets 6 11 17 6 Ca. 3.000 agencies Agencies 20 million sold tickets 60 Ticket Machines Ca 7000 vending machines all over Germany Ca. 187 millions sold tickets Revenue mix 7 528 Mio. EUR Internet and Up to 195 millions requests for journey information per month in % Ca. 53 millions sold tickets E-Ticketing 14 20 Subscription Centre Service for 590.000 customers 27 11 Ca. 5 millions sold tickets 28 6 call centre locations with 1,400 employees Call Centre ca. 12 million customer contacts per year Travel Centres Agencies Ticket machines Ticket sale in train ca. 6 million sold tickets on the train per year Internet Other 1 natural persons Status: 31 Decembre 2012 Deutsche Bahn AG 3 DB has a special unit on privacy, acting as an advocate of customers and as a consultant to business units DB privacy unit: General principles Claim: Leading in customer privacy Customer data is generated and processed only as long as neccessary and legally compliant Customers are transparently informed about content and scope of data processing All products and services comply with customers informational self-determination Data design and content of websites and apps are characterised by high legal protection of data privacy DB is a trustful partner for its customers, Customer confidence is a strategic advantage, it strengthens DB`s position and is a valuable good Deutsche Bahn AG 4 The issue of personal data and privacy is increasingliy relevant to DB and its customers Consumer expectations are influenced by possibilities of digitisation – rules for privacy stem from the analog world Service Privacy Making traveling easy : customer Clear rules regarding processing and expects easy solutions regarding travel storange of personal data according to information, access, booking and relevant legal rules payment Transparency about use of travelers Knowing travelers preferences : provide personal data personalized information, using e.g. Why is the information needed? knowledge about prefered transportation Who has access? mode. How is fraud usage prevented? Anticapting travelers needs on way : Connecting economically feasible solutions inform customer during his travel about for easy and safe technologies with delays, change of plattforms and further automated decision making and connections etc. predictions Deutsche Bahn AG 5 Along with digitisation, transparency on both market-sides is rapidly increasing Transparency on both market-sides … on products … on customer behaviour You know availabilities of all products We know where you want to go You know prices of all products We know when you want to travel You know characteristics/ real time status of all products We know who you want to travel with You know trustworthyness/ experiences of other users … We know which level of comfort you prefer … Deutsche Bahn AG 6 DB effectively uses possibilities of digitisation and sets standards Successful examples Online DB Ticket Navigator Flinkster- Qixxit Plattform Deutsche Bahn AG 7 The market for mobility platforms develops dynamically Mobility platforms: Current examples Qixxit is an independent travel platform initiated by DB The mobililty platform shows alternative door-to-door options with 13 different tranportation modes It allows an easy comparison of travel time, costs and transfers Moovel is driven and developed by Daimler It connects Daimler‘s car-sharing products with public transportation, taxis and other services Waymate and Allryder are driven and developed by third parties Allryder is a specialized app for short distance travelling, it considers public transportation as well as cabs, car sharing etc. Waymate is specialized on long distance travelling including international connections Deutsche Bahn AG 8 Commercial interest is driven by different motivations – DB focusses on added benefit to customers in its core markets Potential business models in platform markets Advertising fees and provisions vis a vis other firms (incl. sponsored hits) Access fees and provisions vis a vis the customer Arbitrage profits between customers and firms Trading of customer data Positive spillovers and added value/ demand for other products in vertical value chains (easier access, higher awareness, transparency) Current DB focus! Deutsche Bahn AG 9 New competitive and regulatory issues arise Selected questions Which level of data processing and privacy do customers want? Is there room for differentiation? Do competitive advantages arise from different privacy standards? How important is access to the customer interface for service operators? What is the value of personal data? Which extend of market power arises from ownership and availability of data? Which rules and practices are suitable regarding ownership, trading and sharing of personal data? Deutsche Bahn AG 10.
Load more

Recommended publications
  • The Connected Train
    ascent Thought leadership from Atos white paper The Connected Train Your business technologists. Powering progress All around the world Atos is bringing connectivity to places where it has never been envisaged, delivering benefit to both business and user. We make sure that people have access to the right information no matter what their activity or context. Global rail is a major research area led by our experience in the UK where we have significant heritage and ‘on the ground’ vision. With travelers, operators and nation states demanding high bandwidth to improve passenger experience and drive business efficiencies we are defining a new economic and technical model that gives passengers free WiFi without the rail industry carrying operational cost. Furthermore we are focused on the true business benefit to all parties in the rail industry; revenue and margin drivers are at the core of our proposition. This paper outlines a blueprint for this service called The Connected Train. We examine the nature of the proposition by posing and answering a number of questions. Published in April 2014 © Atos, 2014, all rights reserved. The contents of this white paper is owned by Atos. You may not use or reproduce it in any type of media, unless you have been granted prior written consent thereto by a competent person authorized to represent Atos for such purpose. 2 Ascent / The Connected Train The Connected Train Contents 04 11 What is The Connected Train? How much bandwidth does a passenger need? 05 What is the value chain? 12 How much bandwidth
    [Show full text]
  • DB Schenker - the Transportation and Logistics Division of Deutsche Bahn
    DB Schenker - The Transportation and Logistics Division of Deutsche Bahn DB Mobility Logistics AG Transportation and Logistics Dirk Scheers, director sales & key accounts Agenda1 Transportation and Logistics division DB Schenker Logistics DB Schenker Rail 2020 Strategy NGe S Next Generati on E services DB Schenker Belgium Overview of revenues, EBIT and employees of DB and its business units 2014 Revenues 2014 (m € ) EBIT 2014 (m €) Employees 2014 [fte2] DB Bahn Long Distance 4,034 212 16,461 DB Bahn Regional 8,831 843 36,605 DB Arriva 4,,9491 265 45,712 DB Schenker Rail 4,863 46 30,842 DB Schenker Logistics 14,943 332 64,810 DB Netze Track 4,951 562 43,382 DB Netze Stations 1,172 240 4,867 DB Netze Energy 2, 797 55 1, 770 DB Services 3,172 82 25,476 1 39,720 2,109 295,763 As of December 31, 2014; 1 Difference between total for divisions and DB Group due to other activities/consolidation (revenues, EBIT) and other (employees); 2 full time equivalent A rail freight company operating in Germany has become a ggplobal transportation and lo ggpgistics group Until 2001 Today National Global transportation and logistics rail freight network network Acquisitions, organic growth 19.8 EUR bn1 revenue Solutions along the whole 3.5 EUR bn revenue logistics chain Rail freight network Global network with intermodal Primarily national services services 1 As of 31.12.2014 DB Schenker Logistics offers global transport and logistics solutions – onshore, by sea and in the air DB Schenker Logistics Employees: 64, 051 Revenues (EUR): 14.9 bn EBIT (EUR): 335
    [Show full text]
  • Sustainability Report 2009 Texts of the Online Report for Downloading
    Sustainability Report 2009 Texts of the online report for downloading 1 Note: These are the texts of the Sustainability Report 2009, which are being made available in this file for archival purposes. The Sustainability Report was designed for an Internet presentation. Thus, for example, related links are shown only on the Internet in order to ensure that the report can be kept up-to-date over the next two years until the next report is due. Where appropriate, graphics are offered on the Internet in better quality than in this document in order to reduce the size of the file downloaded. 2 Table of Contents 1 Our company 6 1.1 Preface .................................................................................................................................... 6 1.2 Corporate Culture................................................................................................................... 7 1.2.1 Confidence..................................................................................................................................... 7 1.2.2 Values ............................................................................................................................................ 8 1.2.3 Dialog ........................................................................................................................................... 10 1.2.3.1 Stakeholder dialogs 10 1.2.3.2 Memberships 12 1.2.3.3 Environmental dialog 14 1.3 Strategy ................................................................................................................................
    [Show full text]
  • DB Netz AG Network Statement 2020 Valid from 15.12.2019
    DB Netz AG Network Statement 2020 valid from 15.12.2019 DB Netz AG Headquarters I.NMN Version control Date Modification 09.12.2018 Amendment of Network Statement 2019 as at 09. December 2018 (Publication of the Network Statement 2020) 06.12.2018 Addition of detailed information concerning funding of rail freight transport by way of pro-rated financing of the approves track access charges 13.02.2019 Amendment of Network Statement 2020 due to decision of the Fed- eral Network Agency (BNetzA) to the application of DB Netz AG for approval of the charging principles and charges for the provision of the minimum access package with effect from 15. December 2019 (TPS 2020) 21.06.2019 Amendment Section 6.3.3.1 of the Network Statement 08.08.2019 Amendment Section 6.5 of the Network Statement “Incentive system to enhance performance capability” 23.10.2019 Addition of detailed information concerning the implementation of terms of use Click&Ride Printed by DB Netz AG Editors Principles of Network Access/Regulation (I.NMN) Theodor-Heuss-Allee 7 60486 Frankfurt am Main Picture credits Front page photo: Urheber: Volker Emersleben Copyright: Deutsche Bahn AG Network Statement 2020, editorial status 23.10.2019 2 Notes 1. Pending court proceedings regarding prohibitions of individual clauses The following clauses may still be modified due to court proceedings: Section 2.9.8.3 The Federal Network Agency (BNetzA) rejected the intended modification in section 2.9.8.3 sentence 2 lit. c) of the Network Statement 2018 with its decision of 18 November 2016 – BK 10-16-0009_Z, namely the modification to use the word “material” in relation to contractual duties.
    [Show full text]
  • Kosmos – Deutsche Bahn
    Kosmos Deutsche Bahn Kosmos Deutsche Bahn a Integrierter Bericht 2020 Fakten rund um die Deutsche Bahn Fakten rund um die Deutsche Bahn Der Deutsche Bahn Konzern (DB-Konzern) kehrsträger bewegen wir Menschen und ist ein führender Mobilitäts- und Logis - Güter. Der DB-Kon zern besteht im We- tik anbieter mit klarem Fokus auf Schienen- sentlichen aus dem Systemverbund Bahn verkehr in Deutschland. Die Konzernlei- sowie den zwei inter nationa len Beteili- tung be­­­findet sich in Berlin. Rund 336.000 gungen DB Schenker und DB Arriva. Der Mitarbeitende sind im DB-Konzern be- Systemverbund Bahn umfasst unsere schäftigt, davon über 210.000 im System- Personenverkehrsaktivitäten in Deutsch- verbund Bahn. Durch den integrierten land, unsere Schienengüterverkehrs- Betrieb von Verkehr und Eisenbahninfra- aktivitäten, die operativen Serviceeinhei- struktur sowie die ökonomisch und öko- ten sowie die Eisenbahninfrastruktur logisch intel ligente Verknüpfung aller Ver- in Deutschland. Grundverständnis DB-Konzern GROSS BE TEIL IGU NG EN SYS TEMV ERB UN D BA HN Digitale Platt formen Navigator: Reiseplattform DB Schenker Zusätzliche Transport modi Mobimeo: Alltags- Klassische plattform Angebote Transporteure DB Arriva link2rail: Neue Güter- Infrastruktur Transport- verkehrs- formen plattform Kerngeschäft 2 Kosmos Deutsche Bahn a Integrierter Bericht 2020 Fakten rund um die Deutsche Bahn Weltweite Präsenz Eine Übersicht über unsere Länderaktivitäten finden Sie online: db.de/links_ib20 ∞ Länderpräsenz DB Fernverkehr 11 DB Regio 7 DB Cargo 18 DB E&C 37 DB Schenker >130 DB Arriva 14 Aktivitäten und Marktpositionen in Deutschland, Europa und weltweit 1 1 1 1 1 2 3 4 5 5 3 Kosmos Deutsche Bahn a Integrierter Bericht 2020 Systemverbund Bahn aaa Daten und Fakten Systemverbund Bahn Daten und Fakten > 7.900 km Bahnstromnetz DB Netze Energie bietet branchenübliche Energie- produkte rund um Traktions- energie sowie stationäre Energie- > 4.000 versorgung an.
    [Show full text]
  • Investor Update September 2019
    Investor Presentation Roadshow Asia/Pacific 2019 Deutsche Bahn AG, September 2019 1 Deutsche Bahn AG | September 2019 Roadshow APAC 2019 Group overview On track towards a better railway 2 Deutsche Bahn AG | September 2019 Roadshow APAC 2019 Group overview Strong Group portfolio with three strong pillars Passenger Freight Transport DB Group (2018) Infrastructure Transport and Logistics . International provider of mobility and logistics services. Active in >130 countries. Vertically integrated Group structure. DB AG acts as management holding company. Domestic and European Intelligent logistics Future-oriented rail . Ratings: Aa1 / AA- mobility services services via rail, land, infrastructure in air and the sea Germany Revenue structure (%) .4,669 mn rail and bus .256 mn t rail freight .1,086 mn train-path km passengers .>106 mn shipments on track infrastructure 8% 1% Passenger Transport .12.8 mn rail and bus .1.3 mn t air freight .Up to 800 construction 43% Transport and Logistics passengers/day .2.2 mn TEU ocean sites per day 48% Infrastructure freight .>120 stations offer free Other/consolidation Wi-Fi External revenues1) (€ mn) 44,024 +3.1% 18,823 +3.7% 21,150 +2.9% 3,478 +3.4% EBIT adjusted1) (€ mn) 2,111 -1.9% 1,209 +1.6% 313 -19.1% 1,082 +9.1% EBITDA adjusted1) (€ mn) 4,739 -3.9% 2,376 +1.7% 757 -6.1% 1,895 -5.1% Capital expenditures1) (€ mn) 11,205 +7.1% 1,946 -7.7% 860 +49.8% 7,971 +6.5% Employees (FTE, as of Dec 31) 318,528 +2.4% 105,485 -0.8% 104,659 +4.5% 54,507 +3.7% 1) Other/consolidation: Revenues 627; EBIT: -493; EBITDA: -289; Capex: 428; Employees: 53,877.
    [Show full text]
  • PDF Herunterladen
    Integrierter 2020 Bericht Deutsche Bahn Integrierter Bericht 2020 Ein starkes Team für eine starke Schiene Deutsche Bahn Zum interaktiven Auf einen Blick Kennzahlenvergleich √ Veränderung Ausgewählte Kennzahlen 2020 2019 absolut % FINANZKENNZAHLEN IN MIO. € Umsatz bereinigt 39.902 44.431 – 4.529 – 10,2 Umsatz vergleichbar 40.197 44.330 – 4.133 – 9,3 Ergebnis vor Ertragsteuern – 5.484 681 – 6.165 – Jahresergebnis – 5.707 680 – 6.387 – EBITDA bereinigt 1.002 5.436 – 4.434 – 81,6 EBIT bereinigt – 2.903 1.837 – 4.740 – Eigenkapital per 31.12. 7.270 14.927 – 7.657 – 51,3 Netto-Finanzschulden per 31.12. 29.345 24.175 + 5.170 + 21,4 Bilanzsumme per 31.12. 65.435 65.828 – 393 – 0,6 Capital Employed per 31.12. 41.764 42.999 – 1.235 – 2,9 Return on Capital Employed (ROCE) in % – 7,0 4,3 – – Tilgungsdeckung in % 0,8 15,3 – – Brutto-Investitionen 14.402 13.093 + 1.309 + 10,0 Netto-Investitionen 5.886 5.646 + 240 + 4,3 Mittelfluss aus gewöhnlicher Geschäftstätigkeit 1.420 3.278 – 1.858 – 56,7 LEISTUNGSKENNZAHLEN Reisende in Mio. 2.866 4.874 –2.008 –41,2 SCHIENENPERSONENVERKEHR Pünktlichkeit DB-Schienenpersonenverkehr in Deutschland in % 95,2 93,9 – – Pünktlichkeit DB Fernverkehr in% 81,8 75,9 – – Reisende in Mio. 1.499 2.603 –1.104 –42,4 davon in Deutschland 1.297 2.123 –826 –38,9 davon DB Fernverkehr 81,3 150,7 –69,4 –46,1 Verkehrsleistung in Mio. Pkm 51.933 98.402 –46.469 –47,2 Betriebsleistung in Mio. Trkm 677,8 767,3 –89,5 –11,7 SCHIENENGÜTERVERKEHR Beförderte Güter in Mio.
    [Show full text]
  • Railway Capacity Allocation: a Survey of Market Organizations, Allocation Processes and Track Access Charges
    Railway Capacity Allocation: A Survey of Market Organizations, Allocation Processes and Track Access Charges VTI Working Paper 2019:1 Abderrahman Ait Ali1,2 and Jonas Eliasson2 1 Transport Economics, VTI, Swedish National Road and Transport Research Institute 2 Communications and Transport Systems, Linköping University Abstract In the last few decades, many railway markets (especially in Europe) have been restructured to allow competition between different operators. This survey studies how competition has been introduced and regulated in a number of different countries around the world. In particular, we focus on a central part of market regulation specific to railway markets, namely the capacity allocation process. Conflicting capacity requests from different train operators need to be regulated and resolved, and the efficiency and transparency of this process is crucial. Related to this issue is how access charges are constructed and applied. Several European countries have vertically separated their railway markets, separating infrastructure management from train services provisions, thus allowing several train operators to compete with different passengers and freight services. However, few countries have so far managed to create efficient and transparent processes for allocating capacity between competing train operators, and incumbent operators still have larger market-share in many markets. Keywords Railway markets; vertical separation; competition; capacity allocation; access charges. JEL Codes R40 Swedish National Road and Transport Research Institute www.vti.se Swedish National Road and Transport Research Institute www.vti.se Railway Capacity Allocation: A Survey of Market Organizations, Allocation Processes and Track Access Charges Abderrahman Ait Ali1,2,* and Jonas Eliasson2 1Swedish National Road and Transport Research Institute (VTI), Malvinas väg 6, SE-114 28 Stockholm, Sweden 2Linköping University, Luntgatan 2, SE-602 47 Norrköping, Sweden (*) Corresponding author.
    [Show full text]
  • 2008 Financial Statements
    Deutsche Bahn AG 2008 Management Report and Financial Statements 2008 Management Report and Financial Statements Deutsche Bahn AG MANAGEMENT REPORT ANNUAL FINANCIAL STATEMENTS REPORT OF THE SUPERVISORY BOARD CONTENTS 2 MANAGEMENT REPORT /////////////////////////////////////////////////////// 2 Overview ////////////////////////////////////////////////////////////////////////// 3 Business and overall conditions ///////////////////////////////////////////////////// 15 Business performance ////////////////////////////////////////////////////////////// 17 Financial situation ///////////////////////////////////////////////////////////////// 19 Strategy /////////////////////////////////////////////////////////////////////////// 28 Sustainability ////////////////////////////////////////////////////////////////////// 34 Additional information ///////////////////////////////////////////////////////////// 37 Risk management ////////////////////////////////////////////////////////////////// 43 Management Board report on relationships with affiliated companies ///////////// 43 Events after the balance sheet date //////////////////////////////////////////////// 45 Outlook /////////////////////////////////////////////////////////////////////////// 50 ANNUAL FINANCIAL STATEMENTS ////////////////////////////////////////// 50 Auditor’s report /////////////////////////////////////////////////////////////////// 51 Balance sheet ///////////////////////////////////////////////////////////////////// 52 Statement of income //////////////////////////////////////////////////////////////
    [Show full text]
  • DB Systemtechnik Activity Report 2018/2019
    DB Systemtechnik Activity Report 2018/2019 DB Systemtechnik Gruppe Photos, title: Alstom, Kristin Heinrichsmeier Photos: Dr. Kai-Uwe Nielsen, DB AG / Pablo Castagnola We are: Technical service provider for the DB Group FOC with its own fleet and locomotive drivers We are capable of: consulting on technical railway expertise Design and modernisation of vehicles Testing, approval and maintenance of vehicles and infrastructure And we are unique: We are familiar with the entire railway system We offer all services from a single source We are always on hand for our customers, no matter where they are Activity Report 2018/2019 Die DB Systemtechnik: Classic specialist railway knowledge with digital expertise The "rail" mode of transport is currently experiencing unprecedented political support. After all, the railway is regar- ded as the mode of transport that makes it possible to achieve the climate policy objectives of the mobility sector. Con- sequently, considerable funds are now being invested into development of the infrastructure. To achieve the objective of "doubling local and long-distance pas- senger numbers by 2030" and "increasing the modal split for freight transport to 25%" requires a substantial increase in both infrastructure and vehicle capacity. DB Systemtechnik believes that it is ideally equipped to support rail transport companies and infrastructure managers in overcoming the challenges they face. ETCS, ATO and predictive maintenance are topics with a considerable impact on capacity and quality, and they are becoming increasingly important. By combining digital expertise with specialised knowledge of classic railway technology, we are ideally positioned for the future. We invite you to take a look at the wide range of projects that we have been involved in over the past year.
    [Show full text]
  • Overcoming the Covid-19 Crisis Deutsche Bahn Roadshow Spring
    On track for a Sustainable Future Deutsche Bahn Roadshow Spring 2021 Deutsche Bahn AG, May/June 2021 Welcome to our online roadshow Introduction of Deutsche Bahn team Dr. Levin Dr. Wolfgang Robert Allen Christian Große Holle Bohner Strehl Erdmann CFO Head of Finance and Head of Investor Relations Head of Capital Market Treasury and Sustainable Finance Financing and Cash Management Deutsche Bahn AG | Roadshow Spring 2021 2 Video statement of our CEO Deutsche Bahn AG | Roadshow Spring 2021 3 Strategic Update 01 Deutsche Bahn AG | Roadshow Spring 2021 4 2020 was driven by the development of Covid-19. Our strong summer recovery was interrupted by 2nd Covid-19 wave Lockdown Shutdown March/April 2020 since November 2020 200 150 Strong summer 100 recovery 50 35 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar April May 2020 2021 Long-distance rail passenger (mn) Covid-19 incidence in Germany (new cases in last 7 days per 100,000 inhabitants) Deutsche Bahn AG | Roadshow Spring 2021 5 Four key factors helped us to cope with the Covid-19 crisis in 2020 and will continue to matter in 2021 Strong Government support Significant improvement of quality › Significantly higher punctuality › Significant additional funds for (Long-distance: +5.9 %-points). infrastructure capex and Covid-19 support. › Increase customer satisfaction (Long-distance: +3.7 SI-points). Resolute response to the crisis Strong performance in global logistics › Significant cost saving › DB Schenker with measures. best economic result › Focus on liquidity. ever achieved. Deutsche Bahn AG | Roadshow Spring 2021 6 The German Government agreed to help DB Group to mitigate the Covid-19 impact and to support traffic shift to rail › Strong support of German Government for Covid-19 support DB AG to mitigate COVID-19 impact.
    [Show full text]
  • Formulating a Strategy for Securing High-Speed Rail in the United States United in the Rail High-Speed for Securing a Strategy Formulating
    MTI Formulating a Strategy Securing for High-Speed Rail in the United States Funded by U.S. Department of Transportation and California Formulating a Strategy for Department of Transportation Securing High-Speed Rail in the United States MTI ReportMTI 12-03 MTI Report 12-03 March 2013 March MINETA TRANSPORTATION INSTITUTE MTI FOUNDER Hon. Norman Y. Mineta The Norman Y. Mineta International Institute for Surface Transportation Policy Studies was established by Congress in the MTI BOARD OF TRUSTEES Intermodal Surface Transportation Efficiency Act of 1991 (ISTEA). The Institute’s Board of Trustees revised the name to Mineta Transportation Institute (MTI) in 1996. Reauthorized in 1998, MTI was selected by the U.S. Department of Transportation Honorary Chairman Donald Camph (TE 2013) Ed Hamberger (Ex-Officio) Michael Townes* (TE 2014) through a competitive process in 2002 as a national “Center of Excellence.” The Institute is funded by Congress through the Bill Shuster (Ex-Officio) President President/CEO Senior Vice President Aldaron, Inc. Association of American Railroads National Transit Services Leader United States Department of Transportation’s Research and Innovative Technology Administration, the California Legislature Chair House Transportation and through the Department of Transportation (Caltrans), and by private grants and donations. Infrastructure Committee Anne Canby (TE 2014) John Horsley* (TE 2013) Bud Wright (Ex-Officio) House of Representatives Director Past Executive Director Executive Director OneRail Coalition American Association of State American Association of State The Institute receives oversight from an internationally respected Board of Trustees whose members represent all major surface Honorary Co-Chair, Honorable Highway and Transportation Officials Highways and Transportation transportation modes.
    [Show full text]