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ANNUAL REPORT 2020 2020 RESULTS at a GLANCE 16.1 ORDER BACKLOG in CHF BILLION NET REVENUE Previous Year: 15.0 in Thousands of CHF
ANNUAL REPORT 2020 2020 RESULTS AT A GLANCE 16.1 ORDER BACKLOG IN CHF BILLION NET REVENUE Previous year: 15.0 in thousands of CHF 3,500,000 2,800,000 2,100,000 3,200,785 3,084,948 34,912 REGISTERED SHAREHOLDERS AS AT 31.12.2020 1,400,000 Previous year: 30 419 2,000,806 700,000 0 2018 2019 2020 NET REVENUE BY GEOGRAPHICAL MARKET in thousands of CHF Germany, Austria, Switzerland: 1,502,759 4.33 Western Europe: 963,548 ORDER INTAKE Eastern Europe: 457,488 IN CHF BILLION CIS: 68,207 Previous year: 5.12 America: 83,909 Rest of the world 9,037 % 12,303 5.1 EBIT MARGIN EMPLOYEES WORLDWIDE Previous year: 6.1% (average FTE 1.1. – 31.12.2020) Previous year: 10 918 156.1 EBIT IN CHF MILLION Previous year: 193.7 STADLER – THE SYSTEM PROVIDER OF SOLUTIONS IN RAIL VEHICLE CONSTRUCTION WITH HEADQUARTERS IN BUSSNANG, SWITZERLAND. Stadler Annual Report 2020 3 SUSTAINABLE MOBILITY – 16.1 ORDER BACKLOG TRAIN AFTER TRAIN IN CHF BILLION Previous year: 15.0 Stadler has been building rail vehicles for over 75 years. The company operates in two reporting segments: the “Rolling Stock” segment focuses on the development, design and production of high-speed, intercity and re gional trains, locomotives, metros, light rail vehicles and passenger coaches. With innovative signalling solutions Stadler supports the interplay be tween vehicles and infrastructure. Our software engineers in Wallisellen develop Stadler’s own solutions in the areas of ETCS, CBTC and ATO. The “Service & Components” segment offers customers a variety of services, ranging from the supply of individual spare parts, vehicle repairs, mod erni- sation and overhauls to complete full-service packages. -
Regulamin Przewozu Arriva Rp Sp. Z O.O
REGULAMIN PRZEWOZU ARRIVA RP SP. Z O.O. (RAR) Tekst jednolity (ze zm. 1-5), obowiązujący od dnia 07.08.2019 r. OBOWIĄZUJE OD 01.11.2014 R. PODSTAWA PRAWNA Uchwała nr 8/2014 Zarządu Spółki Arriva RP z dnia 20 października 2014 r. 2 ZMIANY Zmiana wynika z Uchwały Zmiana Data Osoba L.p. Zarządu Arriva RP Sp. z o.o. obowiązuje wniesienia nanosząca od dnia zmiany zmianę Data Numer Joanna 1. 24.11.2014 r. 9/2014 01.12.2014 r. 24.11.2014 r. Parzniewska Joanna 2. 25.03.2015 r. 3/2015 01.04.2015 r. 27.03.2015 r. Parzniewska Joanna 3. 01.09.2015 r. 01/09/2015 07.09.2015 r. 01.09.2015 r. Parzniewska Joanna 4. 20.05.2016 r. 01/05/2016 23.05.2016 r. 20.05.2016 r. Parzniewska Agnieszka 5. 07.08.2019 r. 1/2019 07.08.2019 r. 01.08.2019 r. Majewska UWAGA: Przy wprowadzaniu zmiany w tekście należy wskazać liczbę porządkową tej zmiany. 3 Spis treści ROZDZIAŁ 1 POSTANOWIENIA OGÓLNE ...................................................................................................... 5 § 1. ZAKRES STOSOWANIA REGULAMINU ................................................................................................................ 5 § 2. OBJAŚNIENIA OKREŚLEŃ I SKRÓTÓW ................................................................................................................ 6 § 3. OGŁASZANIE, NABYWANIE I UDOSTĘPNIANIE REGULAMINU ................................................................................ 11 § 4. PRZEPISY PORZĄDKOWE ............................................................................................................................. -
Arriva Rail London About the Client
ARRIVA RAIL LONDON ABOUT THE CLIENT Arriva Rail London operate the London Overground railway network spanning 23 London boroughs, running over 1500 services and carrying over half a million passengers a day. As part of their ongoing programme of investment to ensure the quality and reliability of their infrastructure, to improve the passenger experience and also to continue their ongoing commitment to reduce carbon and environmental impact, Arriva Rail London have recently undergone a programme of lighting replacement across their estate. (+44)(+44) 01747 01747 858100 858100 www.dextragroup.co.uk THE SOLUTION Following an intensive tender process to ensure that Arriva lensed optic the Opus range has been optimised for railway Rail London were procuring a solution that would provide best platform applications to ensure that the light is cast directly value over lifetime, Dexeco were selected to supply products where required with a minimum of wasted light, whilst the to replace lighting on open platforms and under canopy areas. broad sideways throw enables lower lumen outputs to be Detailed surveys and lighting schemes were undertaken to used minimising energy consumption even with wide column ensure that the proposed solution would provide Arriva Rail spacings. The Opus column is supplied with an adjustable London with a safe and compliant solution whilst achieving spigot suitable for base or horizontal mounting, three spigot the energy savings required. sizes and a prewired lead for rapid installation. Additional options in this range are NEMA socket, photocell and presence Three product ranges were selected from the range to fulfil the sensor allowing luminaires to be dimmed during periods of requirement. -
Regioaktuell Für Die Nahverkehrsbranche
Informationen RegioAktuell für die Nahverkehrsbranche Ausgabe Juni – August 2016 Grafi k: idea Kommunikation Grafi Editorial Handlungsbedarf Innerhalb weniger Jahre ist der Fernbuslinienverkehr erwachsen geworden. Er hat sich zu einem stattlichen Markt entwickelt, der stetig weiter wächst. Das bestä- Fernbus braucht für Wachstum tigt: Die Liberalisierung war aus Kundensicht ein richtiger Schritt. keine Fahrgäste aus dem SPNV Allerdings ist der Fernbus damit auch kein Newcomer mehr, dem Evaluierung: Nahverkehrsbranche setzt sich für Korrekturen im PbefG ein alle Türen off en gehalten wer- den müssten. Berlin. Nach den Bestimmungen des Abwanderung im vergangenen Jahr. Der AWE for- Personenbeförderungsgesetzes (PbefG) muss dert, den SPNV wirkungsvoller vom Fernbus ab- Der Fernbus hat das Bundesverkehrsministerium zum 1. Januar zugrenzen und dazu den Mindesthalteabstand im seinen Platz im 2017 eine Evaluierung des Fernbuslinienverkehrs Fernbusverkehr auf 100 Kilometer zu verdoppeln. Fernverkehr. In vorlegen. Auch die SPNV-Branche hat Bilanz Die Bundesarbeitsgemeinschaft der Aufgabenträger der Praxis aber gezogen und ist sich einig: Das Wachstum des im SPNV schließt sich dem an. Der Bund müsse ist auch die Tür Fernbusmarkts darf nicht weiter zulasten der „Konsequenzen ziehen“, sagt Hauptgeschäftsführer zum Nahverkehr weit geöff net, Nahverkehrssysteme gehen. Frank Zerban. Allerdings solle sich die Branche der im öff entlichen Auftrag und auch fragen, „was wir vom Fernbus lernen können.“ Interesse betrie ben wird. Für die Dass die Fernbusliberalisierung ein Erfolg war, be- Aufgabenträger und Verkehrs- streiten auch die SPNV-Branchenverbände nicht. Der AWE macht auch darauf aufmerksam, dass der unter nehmen im SPNV bedeutet Die rasant steigenden Fahrgastzahlen sprechen hier Fernbus durch die bisherige Befreiung von der Maut das erhebliche Einnahmeverlus- eine deutliche Sprache. -
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 ................................................................................................................................ -
Download the Arriva Case Study
BSI Case Study Arriva BS OHSAS 18001 Occupational Health & Safety Management Arriva, one of the UK’s largest bus operators, achieves a competitive advantage with BS OHSAS 18001 Occupational Health and Safety Management certification “When our operating companies Customer objectives Customer benefits tender for local authority • A consistent occupational • Consistent, robust management contracts, certification to the health and safety management of health and safety standard will make the pre- system qualification process a lot easier. • A culture of continuous The fact that we’re audited by • Reduce workplace accidents improvement and potentially BSI – an independent third and illnesses fewer accidents party – provides customers • Achieve a competitive • Internationally recognized and prospects with critical advantage certification from BSI reassurance.” • Strengthen the Arriva brand • Improved employee awareness Christine Dargon , and engagement Safety Operations Manager, Arriva UK Bus • Be seen as a leader in the passenger transport sector • Reassurance to clients and prospects • Competitive advantage BSI Case Study Arriva BS OHSAS 18001 Occupational Health & Safety Management Customer background and they work with private and public sector Following an initial company-level gap analysis Arriva was formed in 1997, when several partners to deliver effective transport solutions. by BSI in March 2013, health and safety companies and cultures were brought together Although the work activities carried out in the 7 managers were briefed on where changes were under the new Arriva brand. Today, the Arriva operating companies and their bus and coach needed and action plans were put in place. group is part of Deutsche Bahn and provides a operation – from vehicle maintenance, refuelling Christine and Adrian then conducted their own range of commercial and contracted bus and and cleaning, to back-office administration - individual gap analysis for each Arriva location train services across Europe. -
Financial Statements
FINANCIAL STATEMENTS 62 STATEMENT OF INCOME 65 NOTES TO THE FINANCIAL 76 LIST OF SHAREHOLDINGS STATEMENTS 62 BALANCE SHEET 86 AUDITOR’S REPORT > 67 Notes to the balance sheet > 62 Assets > 71 Notes to the statement > 86 Report on the financial > 62 Equity and liabilities of income statements > 86 Report on the management 63 STATEMENT OF CASH FLOWS > 72 Notes to the statement of cash flows report 64 FIXED AssETS SCHEDULE > 72 Other disclosures 62 DEUTSCHE BAHN AG 2014 MANAGEMENT REPORT AND FINANCIAL STATEMENTS STATEMENT OF INCOME JAN 1 THROUGH DEC 31 [€ mILLION] Note 2014 2013 Inventory changes 0 0 Other internally produced and capitalized assets 0 – Overall performance 0 0 Other operating income (16) 1,179 1,087 Cost of materials (17) –95 –91 Personnel expenses (18) –324 –303 Depreciation –10 –12 Other operating expenses (19) –970 –850 –220 –169 Net investment income (20) 794 583 Net interest income (21) –67 –37 Result from ordinary activities 507 377 Taxes on income (22) 37 –10 Net profit for the year 544 367 Profit carried forward 4,531 4,364 Net retained profit 5,075 4,731 BALANCE SHEET AssETS [€ MILLION] Note Dec 31, 2014 Dec 31, 2013 A. FIXED ASSETS Property, plant and equipment (2) 29 33 Financial assets (2) 26,836 27,298 26,865 27,331 B. CUrrENT ASSETS Inventories (3) 1 1 Receivables and other assets (4) 4,412 3,690 Cash and cash equivalents 3,083 2,021 7,496 5,712 C. PREpaYMENTS anD AccrUED IncoME (5) 0 1 34,361 33,044 EQUITY AND LIABILITIES [€ MILLION] Note Dec 31, 2014 Dec 31, 2013 A. -
Acquisition by Arriva Rail North Limited of the Northern Rail Franchise
Acquisition by Arriva Rail North Limited of the Northern rail franchise Summary of final report 2 November 2016 Background 1. On 20 May 2016, the Competition and Markets Authority (CMA), in the exercise of its duty under section 22(1) of the Enterprise Act 2002 (the Act), referred the completed acquisition by Arriva Rail North Limited (ARN), a wholly-owned subsidiary of Arriva plc (Arriva), of the Northern rail franchise (the Northern Franchise) (altogether the Merger) for further investigation and report by a group of CMA panel members (inquiry group). Throughout this document, where appropriate, we refer to Arriva, ARN and the Northern Franchise collectively as ‘the Parties’. 2. In exercise of its duty under section 35(1) of the Act, the CMA must decide: (a) whether a relevant merger situation has been created; and (b) if so, whether the creation of that situation has resulted or may be expected to result in a substantial lessening of competition (SLC) within any market or markets in the United Kingdom (UK) for goods or services. The rail and bus sectors in Great Britain 3. Franchised train operating companies (franchised TOCs) operate passenger rail franchises and are awarded the right to run specific services within a specified area for a specific period of time, in return for the right to charge fares. Where appropriate, franchised TOCs receive financial support from the franchising authority, which is currently the Rail Group in the Department for Transport (DfT).1 There are currently 16 franchises operating in England and Wales and two in Scotland. 1 Transport Scotland is the franchising authority for the ScotRail and Caledonian Sleeper franchises. -
List of Numeric Codes for Railway Companies (RICS Code) Contact : [email protected] Reference : Code Short
List of numeric codes for railway companies (RICS Code) contact : [email protected] reference : http://www.uic.org/rics code short name full name country request date allocation date modified date of begin validity of end validity recent Freight Passenger Infra- structure Holding Integrated Other url 0006 StL Holland Stena Line Holland BV NL 01/07/2004 01/07/2004 x http://www.stenaline.nl/ferry/ 0010 VR VR-Yhtymä Oy FI 30/06/1999 30/06/1999 x http://www.vr.fi/ 0012 TRFSA Transfesa ES 30/06/1999 30/06/1999 04/10/2016 x http://www.transfesa.com/ 0013 OSJD OSJD PL 12/07/2000 12/07/2000 x http://osjd.org/ 0014 CWL Compagnie des Wagons-Lits FR 30/06/1999 30/06/1999 x http://www.cwl-services.com/ 0015 RMF Rail Manche Finance GB 30/06/1999 30/06/1999 x http://www.rmf.co.uk/ 0016 RD RAILDATA CH 30/06/1999 30/06/1999 x http://www.raildata.coop/ 0017 ENS European Night Services Ltd GB 30/06/1999 30/06/1999 x 0018 THI Factory THI Factory SA BE 06/05/2005 06/05/2005 01/12/2014 x http://www.thalys.com/ 0019 Eurostar I Eurostar International Limited GB 30/06/1999 30/06/1999 x http://www.eurostar.com/ 0020 OAO RZD Joint Stock Company 'Russian Railways' RU 30/06/1999 30/06/1999 x http://rzd.ru/ 0021 BC Belarusian Railways BY 11/09/2003 24/11/2004 x http://www.rw.by/ 0022 UZ Ukrainski Zaliznytsi UA 15/01/2004 15/01/2004 x http://uz.gov.ua/ 0023 CFM Calea Ferată din Moldova MD 30/06/1999 30/06/1999 x http://railway.md/ 0024 LG AB 'Lietuvos geležinkeliai' LT 28/09/2004 24/11/2004 x http://www.litrail.lt/ 0025 LDZ Latvijas dzelzceļš LV 19/10/2004 24/11/2004 x http://www.ldz.lv/ 0026 EVR Aktsiaselts Eesti Raudtee EE 30/06/1999 30/06/1999 x http://www.evr.ee/ 0027 KTZ Kazakhstan Temir Zholy KZ 17/05/2004 17/05/2004 x http://www.railway.ge/ 0028 GR Sakartvelos Rkinigza GE 30/06/1999 30/06/1999 x http://railway.ge/ 0029 UTI Uzbekistan Temir Yullari UZ 17/05/2004 17/05/2004 x http://www.uzrailway.uz/ 0030 ZC Railways of D.P.R.K. -
Retail Market Review Consultation on the Potential Impacts of Regulation and Industry Arrangements and Practices for Ticket Selling
Retail market review Consultation on the potential impacts of regulation and industry arrangements and practices for ticket selling September 2014 Contents Executive Summary 4 1. Introduction 10 Purpose of the document 10 Why we are reviewing the regulations and industry arrangements and practices for ticket selling 11 Scope of the Review 12 Approach to the Review 13 Structure of the document 14 Questions for Chapter 1 15 2. Rail ticket buying and selling practices 16 Introduction 16 Ticket buying trends in rail 16 Ticket selling behaviour in rail 18 Questions for Chapter 2 22 3. The regulation and industry arrangements and practices for selling tickets 24 Introduction 24 Retailers’ incentives to sell tickets 25 Obligations on retailers to facilitate an integrated, national network 26 Governance arrangements in retailing 29 Industry rules 32 Industry processes and systems 34 Question for Chapter 3 37 4. The impact of retailers’ incentives and of retailers’ obligations to facilitate an integrated, national network 38 Introduction 38 The impact of retailers’ incentives in selling tickets 38 The impact of obligations on retailers to facilitate an integrated, national network 40 Questions for Chapter 4 44 5. The impact of industry governance, rules, processes, and systems 45 Introduction 45 The impact of industry governance arrangements 45 Office of Rail Regulation | September 2014 | Retail market review consultation 2 10866832 The impact of industry rules 47 The impact of industry processes and systems 52 Questions for Chapter 5 58 6. Emerging -
East Midlands Rail Franchise
East Midlands Rail Franchise EMC Workshop 21st MARCH 2017 AGENDA Welcome Cllr Roger Blaney – Leader Newark and Sherwood District Council Setting the context for the day Andrew Pritchard - EMC Where has the process got to Andrew MacDonald - DfT What does the Passenger want Martin Clarke - Transport Focus Consultation and workshop process David Young - SCP Break out sessions – everyone involved Cllr Roger Blaney LEADER NEWARK AND SHERWOOD DISTRICT COUNCIL Welcome Welcome 2nd Workshop Strategic Statement Today: Develop the detail of our ask Inform EMC’s consultation response to DfT Help partners respond to the consultation Mobilise public and private sector awareness of the consultation Andrew Pritchard EAST MIDLANDS COUNCILS EMC & the EM Franchise Competition East Midlands Councils the collective body for Local Government across the East Midlands Strong interest in rail issues: improved services and supporting our world class rail engineering sector EMC closely working with DfT to facilitate stakeholder input on the EM Franchise – including seconding resource to work with DfT Franchise Team in London Chance to influence things for the next 10 years www.emcouncils.gov.uk EMC Strategic Statement Strong private sector job Connecting people to jobs growth and training 20% of GVA Exported Connecting businesses to Strong academic network customers EM population likely to rise by half a million to 5.1 million Access to London by 2030 Connectivity to regional Hubs Biggest growth in university towns & cities - and Corby! Connecting local services 400,000 new homes planned into the Hub towns and cities over next 20 years Growth: Rail Patronage MML carries over 13 Ensure sufficient capacity million passenger p.a. -
Crosscountry Invites City Mayor to Name a Train ‘Pride of Leicester’, Marking Improved Services for Rail
CrossCountry invites City Mayor to name a train ‘Pride of Leicester’, marking improved services for rail passengers July 30, 2021 CrossCountry will celebrate the completion of two major projects to improve its services for passengers in the East Midlands, and the creation of 14 new jobs in Leicester when the City Mayor, Sir Peter Soulsby, names a CrossCountry Turbostar train ‘Pride of Leicester’. The event, which will take place on Tuesday 03 August at UK Rail Leasing’s Leicester Train Maintenance Depot, marks £2.5m investment by the company. Six additional carriages no longer used by another operator, have been refurbished to bring them up to CrossCountry’s specification by Arriva TrainCare. The improvement work includes new seat covers, new carpets, upgraded Wi-Fi and a full external repaint. The project has converted six existing two-carriage Turbostar trains into three-carriage trains – an increase of 80 seats per train. Arriva TrainCare and CrossCountry have also set up a new contract with Leicester-based UK Rail Leasing to fully service six Turbostar trains each night at their Leicester Train Maintenance Depot. This will mean the consistent high-quality presentation of trains into public service at Leicester each day, as well as creating 14 brand new jobs at the depot. Tom Joyner, CrossCountry’s Managing Director said: “As we welcome people back to rail after the pandemic, being able to provide more three-carriage trains for the busiest times of travel on our Leicester, Nottingham, Cambridge and Stansted Airport routes will mean many more of our customers can get a seat for their whole journey and travel in comfort”.