UIC WORK PROGRAMME 2020-2022
INTRODUCTION BY GIANLUIGI CASTELLI UIC CHAIRMAN © FS Italiane / Photo
After the last decade of innovation and global The very concept of transport has been deeply growth, the rail business world ended 2019 at a redesigned. Transport – and rail transport as the crossroads, facing a range of technical, strategic most efficient and sustainable mode – can no and environmental challenges: energy efficiency, longer be addressed as a separate market sector. integration and interoperability, the increasing Transport is now a constant that underpins virtu- cross-industry interconnection among diverse ally every business and transformation process: sectors, the evolution of the competitive arena in from technological change to internal growth the current digital age. strategy, from logistics and customer relationship UIC takes global challenges seriously and is ready management to political and social integration. to govern the market evolution with a well defined Our goal is to move beyond a sectorial view, to 3-year strategy. The UIC Work Programme 2020 better ensure market uptake of our forward- – 2022 is a compendium that outlines the main looking solutions, and to contribute substantially priorities, opportunities and focus areas for our in meeting our stakeholders expectations. Members and the sector at large. 2020 is a new inflection point and the beginning Our technical and safety expertise, our break- of the decade of delivery on the promise of through innovative solutions, our effort towards digitalisation and technology. a global and more sustainable modal shift will be the key factors of our organisational change. With our new UIC Work Programme, we are finally ready to take our vision, strategy and innovative Keywords of change are an increased solutions to the next level, demonstrating their transparency level, a more comprehensive potential around the world. internal communication and reporting flow and, ultimately, a broader participation process. This Such mission will only be accomplished with the new, enhanced relationship of trust will be the shared participation and contribution of all of us cornerstone of our future business path; a path on a global scale. that implies a deep change of mindset.
3 STRATEGIC FOCUS AREAS Share, Open, Connect
Promote rail transport globally St ate i o itionin he n a ental a et e it en i on ent an inno ation i hli ht an e on t ate the att a ti ene o the ail a Pa tne hi ith ele ant o ani ation 01 inte national an national Further develop UIC as the technical platform to address members’ needs o an on e a te i e i ion an te hni al o ition to ate I S in line ith ta ehol e nee P o e e i i ation / i eline e e a e ata an ha in o e e ien e e hni al oli ie that e e e e io itie 02 onito i le entation a e al e o I o t Create innovation through projects e o e a o l o o inno ati e o e t F the e elo a ha e inno ation t ate P t i ital te hnolo ie at the ent e o the ail te ont i te to a ele atin the inno ation le S o t o ean an lo al inno ation o a e 03 o the ene it o the e to Promote sustainable, carbon-free transport ail a the a one o o ilit on e a lti o al i ion ha e ith li t an o t an l hain ta ehol e e elo inno ati e o e t o ette att a tin een on 04 Efficient, transparent management for the benefit of our members thi al an t an a ent o e nan e e la e o tin an on oin a e ent o a e al e o a ti itie n oin ill e elo ent 05 P o i e the e ion ith a ehi le o o e t e elo ent
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INTRODUCTION BY FRANÇOIS DAVENNE UIC DIRECTOR GENERAL © Juliette Jem
This work programme is an action-oriented I would like to highlight four priorities; document. It aims at giving consistency and f first, to efficiently complete the digitalisation accountability to the commitments taken by UIC of the rail system. This digitalisation is ongoing in the different working bodies (forums, platforms) with digital signalling systems being imple- for the 2020-2022 period. The wide area of the mented in the different UIC regions, but the subjects covered by UIC working groups deserves system view is still missing. This can be seen a common approach that will highlight the main in the proliferation of initiatives within or out- workstreams. side the operating community. One of the main This strategic perspective aims at defining the objectives for UIC would be to appear as the main areas where UIC’s deliveries are expected place where the CCS (Control Command and by UIC members. The main words here are added Signalling) architecture could be discussed by value and transparency. creating a “CCS Specification Forum”. It could be the technical body supporting the effort of Added value, since UIC is delivering to the railway building a coordinated CCS rolling plan taking community a wide range of services and exper- on board: tise, ranging from promotion of rail globally to - coordination on on-board architecture / continuous innovation through research and pro- trackside signalling infrastructure, jects. UIC has to demonstrate that its legitimacy - commonly agreed principles on TMS (Traffic over the whole spectrum. Management System) at the European level Transparency, since UIC is using the resources of but also globally; its members whether in terms of expertise or in f second, having a comprehensive approach financial terms. UIC shall deliver regular reporting of UIC standards and specifications based and performance assessment in order to demon- on a close monitoring of the area of use strate that addressing crucial issues for the railway and of the added value for the railway system within UIC is not only relevant but also fi- business in each of the UIC regions. nancially sound.
5 As an example, working relations with National Secondly, UIC will make sure there is no dupli- Safety Authorities should be developed cation of work by experts provided by its mem- globally in order to establish UIC products bers. Finally, UIC will foster its partnership with as the preferred and harmonised AMOC public transport associations (such as UITP) (Accepted Means Of Conformity); and local authorities, in order to demonstrate f third, through a better articulation between that public transport relying on the railway projects and research, UIC shall be able to cre- backbone can deliver high-quality end-to-end ate an innovative technical environment that mobility. would make the modal shift towards public This would only be possible by fostering the di- transport and rail freight desirable and attract rect participation of the different UIC regions in more public investment to the railway; our 120 working groups. These bodies with their f the fourth priority, and perhaps the most more than 1500 experts are carrying forward the important one, is to build a sound partner- development of UIC products, whether in terms ship inside and outside the sector in order to of projects or in terms of new IRSs. In 2020, their be able to efficiently promote the interests structure, functioning, challenges and expected of the railways. Firstly, UIC will continue to deliverables will be made clearer and easier to work closely with the manufacturing com- access for the whole member community. We munity in order to demonstrate that the in- expect that this increased transparency will rein- dustry is able to promote its own solutions. force the international outreach of UIC. © UIC
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TABLE OF CONTENTS
UIC MEMBERS AROUND THE WORLD...... 8
PROMOTE RAIL WORLDWIDE...... 12 Strategic positioning...... 12 Highlight and demonstrate the attractiveness of the Railways...... 13 The digital platform...... 15 Partnership with relevant organisations...... 16
THE FUNDAMENTALS: SAFETY, SECURITY AND TRAINING...... 20 Ensuring safety for passengers, freight and the rail system...... 20 Security: a growing concern...... 23 Attracting talents to Railway...... 26
DEVELOP A SYSTEM VISION WITH A DIGITAL DRIVE...... 30 Further develop UIC as the technical platform to address members’ needs...... 30 Up-to-date IRSs in line with stakeholders’ needs...... 31 Produce specifications/guidelines...... 34 Create innovation through projects...... 35
RAIL FREIGHT AS THE BACKBONE OF THE WORLDWIDE LOGISTIC CHAIN...... 40 Further develop UIC as the technical platform to address members’ needs...... 40 Further develop a shared innovation strategy...... 44 Convey a global multimodal vision shared with supply chain stakeholders...... 46
RAIL AS THE TRANSPORT MODE OF CHOICE FOR PASSENGERS...... 50 Further develop UIC as the technical platform to address members’ needs...... 50 Create innovation through projects...... 54
PROMOTE SUSTAINABLE CARBON FREE TRANSPORT...... 58 Leverage data and sharing of experience...... 58 Rail as the backbone of mobility...... 59 Develop innovative projects for better attracting green bonds...... 61
EFFICIENT, TRANSPARENT MANAGEMENT FOR THE BENEFIT OF OUR MEMBERS...... 64 Regular reporting and ongoing assessment of added value from activities...... 64 Ongoing skills development...... 66 Provide the Regions with a vehicle for project development...... 67
LIST OF ABBREVIATIONS...... 68
7 UIC MEMBERS AROUND THE WORLD
8 UIC Members around the world
UIC members
9 © UIC PROMOTE RAIL WORLDWIDE PROMOTE RAIL WORLDWIDE
STRATEGIC POSITIONING due to ICAO (International Civil Aviation Finally, it is about connecting people Organization) and IATA (International and systems for the mobility of tomor- As this work programme will take UIC Air Transport Association). They could row, while preserving UIC customer up to the 100th anniversary of the as- take the same prominent place for rail- relationships. sociation, it is also an opportunity to ways, building on UIC assets. UIC values clarify UIC’s identity, values and mission Furthermore, a specific focus area has of “Unity, Solidarity, Universality” are statement. been added concerning promotion well suited to deliver a technical frame- of sustainable carbon-free transport. More than ever, UIC’s identity is to be the work that should adapt to many differ- Indeed, while representing 8% of global worldwide railway organisation. In this ent contexts, while preserving unity. passenger and freight transport activity context, UIC is confronted with the chal- Perhaps more importantly, this work (in pkm/tkm), railways represent 2% of lenge to help the sector to be successful programme is the occasion to have a the transport sector emissions. The rail in struggling against climate change. mission statement that is in line with our and public transport networks benefit That would mean a massive modal shift post-digital era: “share, open, connect”. from a cardinal virtue for tackling to railway. The network of UIC regions UIC is about sharing knowledge, energy climate change, which is frugality: is an exceptional tool for implementing and sensitive business data, and so it f in energy consumption; the global railway standards that are needs to continue to be this trusted and f in public space; needed to cope with this challenge. The recognised platform. UIC is also about f role of international standards has been opening up, through specifications and in terms of life cycle; a main driver in the success of the in- standards, the possibility of a savvy ap- f because these systems are scalable. ternationalisation of the aviation sector proach to rail system management. Connecting urban, suburban and rural areas, with stations positioned at the heart of many cities, Railways can be- come the backbone of a global trans- port chain, able to meet the needs of all citizens.
Therefore, a modal shift to rail will
have a huge impact on CO2 emissions, without requiring any new technology or research and development. These special capacities of the railway are of particular interest in emerging countries that are confronted with rapid growth of mobility needs. © Pixabay
12 Promote rail worldwide
UIC AS TECHNICAL BACK- HIGHLIGHT AND DEMONSTRATE Being more present in the international press, through interviews with UIC experts OFFICE: WORKING THE ATTRACTIVENESS and the promotion of UIC expertise and WITH INSTITUTIONS OF THE RAILWAYS AT GLOBAL LEVEL more concretely of UIC tools, such as Within the global communication strategy EcoPassenger for example, or of UIC gold f At EU level, UIC, as a for UIC, the involvement of CEOs should be nuggets such as FRMCS (Future Railway member of the Group of pursued. Indeed, UIC added value is to pro- Mobile Communication System), is one of Representative Bodies pose communication strategies under the UIC’s objectives, to emphasise more the (GRB), will provide tech- drive of UIC members. Those strategies will attractiveness of Railways. nical assistance to each be more powerful if UIC can rely on CEOs’ Representative Body, and in Take the opportunity to promote UIC’s strat- involvement, in particular in the United particular to CER and EIM. egy when taking the floor at events, par- Nations framework, where company leaders’ ticularly those at world level. For example: f At the same time, participation in events is highly appreciated. Representative Bodies f continue the dialogue with the political One of the key issues of UIC communication (including CER and EIM) world at international level by introducing strategy is to demonstrate the potential of will defend the regulatory in a credible and audible manner argu- railways for tackling the climate change is- interests of their mem- ments advocating a decarbonised trans- sue. For this, the CEOs would be UIC’s best bers with ERA and the port at the OECD International Transport European Commission. It ambassadors, as was demonstrated with Forum (ITF) and in the United Nations is in this context that UIC the RFF (Rail Freight Forward) campaign framework. The involvement of several may be called upon to organised in 2019. CEOs of UIC members would be organised provide technical support to ERA and the European in developing a coordinated approach; Commission. f Internationally, UIC pro- vides technical assistance to international organisa- tions, whose documents apply to the 1520 gauge system (OSJD, Council on Railway Transport of Commonwealth Member States). © Noah’s Train in Rome / OK Kunst Train © Noah’s
13 © FS Italiane / Photo
f continue presence and commitment in f develop a coordinated approach con- COP26 and in the UN events. COP26 will cerning gender equality and diversity. In be in 11/2020 in Glasgow; 2020, UIC aims to prepare a statement for f organise a sector presence in: the rail sector on this issue, by defining, as - the CES Las Vegas in January 2020 to a first step, the expectations of the mem- highlight the crucial role of Railways bers in all UIC regions. UIC Members will in the mobility chain and digital as a be consulted through its working bodies; lever for competitiveness, The scope of the statement is: - Viva Technology in Paris in June 2020- - Women as rail users - transversal ap- 2021-2022 the world’s meeting point proach (security, safety, sustainable, for start-ups and leaders to celebrate passenger, HR, etc.), innovation, and during Le Mondial de - Women as railway employees - Human la Mobilité, in 10/2020 in Paris, Resources, expertise development, … - at the occasion of Innotrans in The overall objective is then to continue the September 2020 and 2022 in Berlin, dialogue with the United Nations (Goal 5 of which groups together all the actors the Sustainable Development Goals (SDG’s) of the railway industry and which will to achieve gender equality and empower all provide an opportunity to promote women and girls), but also with ITF (during FRMCS; the forthcoming Forums), the World Bank (SuM4All – Sustainable Mobility for All), UITP and CER/ETF.
14 Promote rail worldwide
OUR FOCUS FOR 2020-2022
For the period 2020-2022, the Digital Platform will organise the following events, some of them repeated: f Digital Conference: every year prior to UIC GA. An opportunity to meet and exchange with key-actors of the Digital sphere; f Digital Days: every 2 years. An event dedicated each time to an identified theme seen as strategic for UIC Members (2019: Digital twin); f Regional Conferences and Summits. For example: - “Intelligent Rail” work- shop in Hangzhou in cooperation with CR and CARS (09/2018),
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© Adobe Stock - 1 African Rail Digital Summit in Cape Town in cooperation with AU and THE DIGITAL PLATFORM NEPAD (02/2019). In June 2015, UIC General Assembly Global: Digital is global by definition; all This implies a deep involve- decided to create the Digital Platform Regions are concerned. Digital maturity is ment in all projects and a con- with one mission revolving around three obviously different from one continent to stant and deep presence in all principles: Share, Open, Connect. Since the another, from one company to another. UIC activities. Due to the fast-evolv- very beginning, it has been clearly stated Digital Platform organises events every year ing nature of the Digital indus- that the main characteristics of digital were in various places (conferences, workshops, try, a digital progress paper will to be both transverse and global. Digital Tours, etc.). be issued every 2 years (2020 and 2022). Transverse because all activities, all projects The UIC Digital Platform has a responsibil- nd have or must have a digital component. ity to apply digital as a “brand” in all UIC For the Africa region, the 2 activities and components, including all UIC African Rail Digital Summit Freight, Passenger, Signalling, Rolling Stock, will be organised in Tunisia Regions. Asset Management, all domains convey beginning of April 2020. digital.
15 PARTNERSHIP WITH RELEVANT OUR FOCUS ORGANISATIONS FOR 2020-2022 Over the period 2020-2022, UIC Influencing actions for the benefit of the will consolidate this partnership rail sector are a major axis requested by its TYPOLOGY OF UIC AGREEMENTS policy by producing operational members. Particular attention is therefore mapping of the agreements to paid to partnerships. These are evaluated Structuring partnerships: be made and capitalising on the on a regular basis. f international and intergovernmen- main existing agreements. tal institutions: United Nations, The specific objectives of this Six categories of partnership are considered: including SG, DESA/ECOSOC, programme 2020-2022 are: 1. local, governmental and intergovern- UNFCCC, UNECE, ESCAP, DG f to give rail more prominence mental authorities (OTIF, ECO, OSJD, MOVE UE, OTIF, OSJD, EEC, in the United Nations agen- da in favour of sustainable EEC, UNECE, BSEC, ESCAP) must inter- ASEAN, UA; development through the vene appropriately in the sector in order f major technical partnerships, consultative status of UIC to present the sector’s views in debates essentially in Europe, on stand- (resume contact with SG UN leading to decisions on transport, sus- ardisation but also on other com- in the first quarter of 2020 to tainable development, etc.; include UIC in its actions); plementary transport modes f 2. standards bodies allowing UIC products or corridors: UITP, ERA, the participate/revive themed to be recognised and added to existing working groups with our International Coordinating Council historic partners: MaaS with standards (CEN-CENELEC, ETSI, ISO, on Trans-Eurasian Transportation, UITP in 2020, reactivate IEC, ITU); standards bodies, etc.; our cooperation on Safety/ Security with United Nations 3. other technical associations bringing f civil partners for improving UIC’s Economic Commission for complementary expertise to UIC; visibility within public opinion: Europe UNECE and United 4. financial institutions supporting or USIC, FISAIC; Nations ESCAP on paperless potentially supporting investment in f potential partners for funding re- intermodal transport; rail and to whom UIC can propose its gional projects: S²R, ADB, WB, EIB, f renew, upgrade and update approach and the use of its standards etc. the MoU and action plans and/or specifications (World Bank, ADB, with long-time partnered organisations: OTIF, OSJD EIB); Partnerships to be developed: (negotiations to be started 5. associations promoting rail as an im- f framework of actions with organi- in January 2020 with focus portant part of daily civil life, opinion- sations with who there is no agree- on high-speed, IRS, coding makers creating a climate of demand for ment: ITF; & IT, combined transport, ticketing), UNESCAP detailed f new areas for cooperation: UNCRD, rail travel; in December 2019, CIT to be 6. other transport associations covering a UNILO, AIIB (in progress), UPU, initiated in 2020, etc.; different geographical area or different OMD/WCO, among others. f contribute by our expertise in areas of responsibility from UIC and tender applications and assist complementing its influencing actions with the projects and working groups of these organisa- and developing intermodality, such as tions: UNECE, ESCAP, S2R UITP or IATA. (first AG 2020), H2020.
16 Promote rail worldwide
17 © ONCF THE FUNDAMENTALS: SAFETY, SECURITY AND TRAINING OUR FOCUS THE FUNDAMENTALS: FOR 2020-2022:
SAFETY, SECURITY f extending the database to AND TRAINING 3 new members worldwide per year; f continuous improvement of ENSURING SAFETY The safety database data quality through regular FOR PASSENGERS, FREIGHT The safety database contains detailed checks and revisions; AND THE RAIL SYSTEM descriptions of significant accidents since f improving the reports to 2006, involving 27 companies from Europe, UIC has an increasing role to play in helping better address members’ Middle East and Asia-Pacific regions. It pro- needs and interests (reports its members to develop harmonised or vides UIC members with crucial data. We available at https://safe- compatible measures within a region to observe a positive dynamic, as three new tydb.uic.org/); ensure the high level of safety expected members joined the activity in 2018 and from the railways, combined with constantly f providing members with di- another three in 2019. Today, the database improving flexibility and competitiveness. rect access to the database, nearly contains 30,000 geo-localised events. offering customised data It will also facilitate the exchange of It allows all kinds of cross-criteria queries and tables and ready-to-serve information, and lessons learned in regions benchmarks among infrastructure managers. data visualisations; between which there is little railway contact. Indicators, including the renowned UIC Safety f expanding the content to Index, were created in order to better appre- fit with needs expressed hend the trends of railway safety worldwide. by the EU RA project on Common Occurrence Report; f being widely considered by the railway industry as the access point to accurate and comparable railway safety data.
For the Africa region, two annual training sessions will be organised in Rabat on Safety, Security and Track Maintenance. Further to the Crisis Management seminar in Gabon in 2019, an IRS on cri- sis Management will be put
© Adobe Stock in place by Safety Platform.
20 The fundamentals: safety, security and training
Human Factors OUR FOCUS FOR 2020-2022: The safety unit supports UIC members, human activity and an ability to act on the through its team and the human fac- design of workplace situations and the or- f study on incorporation of tors working group of the safety plat- ganisation of work in order to create condi- human factors in railway form, in integrating Organisational and tions for safety activity. Taking human fac- companies: “How can Human Factors into their safety systems. tors into account is recognising the value Human Factors be intro- Recommendations are developed for UIC of human beings in a system by granting duced and developed in my company?”; members and presented to them in widely as much importance to human and social targeted publications. Our last study pub- aspects as to technical and procedural f study on Human Factors lished on November 2019 is titled: towards matters. This gives a greater efficiency and in automation projects in a positive railway safety culture. reliability and allows efficient control over collaboration with ERA; project costs. Measures implemented in The human factors approach is all about f the Safety Unit of UIC and several companies have shown that taking identifying and providing conditions which RSSB are co-organising Human Factors into account can produce a the “Seventh International make it easier for operators and teams to 20% improvement in terms of quality, effi- Human Factors Rail contribute positively to safety. It allows a ciency and economic profitability. Conference” which will be better understanding of what influences held from 24th – 26th June 2020 in London; f to preserve the skills of rail- way staff over a longer peri- od of time, a benchmark on ageing in the railway sector and its consequences will be proposed and a set of recommendations will be developed within UIC regions. © Adobe Stock
21 European Level Crossings Forum OUR FOCUS (ELCF) FOR 2020-2022 One of the most valuable outcomes of the The objectives of the yearly ILCAD cam- ILCAD 2020: Britain’s rail- European Level Crossings Forum ELCF is paign and the launch conference are: way infrastructure manager, Network Rail, will host the undoubtedly “ILCAD” – the International f to raise awareness about the danger at launch conference of the 12th Level Crossing Awareness Day”, a unique level crossings; road/rail worldwide campaign spearheaded edition of ILCAD on 11 June f to promote safe behaviour by all users by the UIC that draws railway industry rep- 2020, at the National Railway at and around level crossings; Museum in York, United resentatives, road authorities, academics Kingdom. and more from around the world – which f to find measures to increase safety and lower the number of accidents. aims to raise awareness about the dangers For the Middle East Region, associated with the road/rail interfaces a seminar/training on Safety (level crossings). (level crossings) will be organised in 2020.
For the Africa Region, a seminar on Level Crossings will be organised in 2020 in Algeria. © ONCF © UIC / Philippe Fraysseix
22 The fundamentals: safety, security and training
SECURITY: A GROWING CONCERN OUR FOCUS FOR 2020-2022 Railway security deals with the protection of persons, information, goods and infrastructure from all forms of The main objectives for the f to work closely with threat, from malicious acts to terrorist attacks, for the period 2020-2022 are: member companies, other sector associations and purpose of improving service quality and developing f to work closely with the governmental agencies in transport. Railway security is an increasingly important 3 rail activities (passen- identifying deficiencies issue in the world; it is a common responsibility to meet ger, freight, rail system/ in system security and to the demands of customers and staff. In addition to the infrastructure) to develop encourage their resolution security of traffic, security now forms an integral part security as a key element as joint initiatives. of customers’ demands (passenger and freight) and of rail service quality and development of business; the working environment of staff. The main events already planned in 2020 at global level f to cooperate with the rele- The UIC security platform is organised around an an- are the following: vant authorities to develop, nual congress to take stock of the work carried out adopt and promote new f 2-4 June 2020: and to propose future priorities, a steering committee or amended measures to Organisation of the UIC which meets every quarter involving the UIC regions, improve the ease of rail Security Week and Security UIC department activities (passenger, freight, rail sys- passengers and freight in Awareness Day on in Paris; tem/infrastructure) and professional and political part- crossing borders; f 25-27 November 2020: ners (UITP, RAILPOL, CER, EIM, etc.), three permanent f to identify and monitor Organisation of the 16th working groups (Human Factors, New Technologies existing as well as new annual congress of the and Strategy, Procedures and Regulations) and two types of security threats to security platform. ad hoc working groups at the request of UIC mem- rail and develop and imple- bers (BIRC on Border crossings and SIA on Sabotage/ ment effective and relevant Intrusion/Attack). response to these threats; © SNCF-Médiathèque / Christophe Recoura
23 OUR FOCUS Produce specifications/guidelines FOR 2020-2022 In the period 2020-2022, the various working groups The main topics already of the security platform will update the existing publi- planned for the period are the cations when needed and provide new guidelines. following: Leverage data and sharing of experience f Human Factor WG: basic f SIA WG: Sabotage/ approaches to transport Intrusion/Attacks: During the period 2020-2022, the UIC security division security and recommenda- - insider threats, will further develop and improve the UIC Rail Security tions for their implemen- HUB (https://railsecurityhub.org/), which is a private se- - securing military tation during mass events transports, cure web platform where rail security experts can find, (using railway transport); access and share solutions to railway security issues - avoiding unauthorised (such as left-luggage or cybersecurity): new solutions f Technology WG: new/inno- access to train drivers’ vative technologies to fight cabins and securing cabs will be regularly updated to address emerging threats. against metal theft; while driving, f Strategy: prepare technical - protection against obsta- answers to EU propos- cles on tracks, als on rail security legal - inclusion of cargo-related framework; topics. f BIRC WG: Border crossing in the European-Asian corridors: - improve freight transport security and procedures at border crossings in cooperation with the International Coordinating Council on Trans-Eurasian Transportation and WCO, - improve passenger transport security and procedures at border crossings in passenger traffic in cooperation with Frontex;
24 The fundamentals: safety, security and training
The TACT Toolbox will also be updated to Create innovation through projects OUR FOCUS share good practices and innovative ways FOR 2020-2022 Beyond the cooperation activities of the for training, security awareness (public, security platform, involvement of UIC in EU staff, strategy and concept) as well as com- For the period 2020-2022, security research projects is a key activity new proposals in the frame- munication about different security topics. to develop innovative security solutions work of EU Horizon 2020 have The network of quick responders will for the future. In collaboration with various already been submitted to continue to be used to exchange fast in- partners. 11 security related EU projects develop innovative solutions; if formation between the members about have already been held with involvement of selected, the projects will start in mid-2020 for 3 years. arising security questions. The objective is UIC and 2 projects are ongoing (SHERPA to be very reactive in organising answers and PROACTIVE). The results are available The topics addressed are the in case of new threats targeting one of our on the respective websites and on the UIC following: members. security hub. f prevention, detection, response and mitigation of combined physical and cyber threats to critical infrastructure in Europe; f human factors, and social, societal, and organisational aspects to support resilient crowd behaviours in collec- tive threat situations and protect public space; f Chemical, Biological, Radiological and Nuclear (CBRN) cluster with a focus on ventilation; f prediction, prevention, proactive and participation: open platform for smart city security. © JR-EAST
25 ATTRACTING TALENTS TO RAILWAY Large-scale employers across the business The railtalent.org website has been devel- world are prioritising the skills agenda, and oped as the primary portal for supporting railways cannot be an exception. Talent initiatives, notably: Yet there is an emerging consensus across f highlighting international rail training the sector that rail is not attractive enough and education opportunities. This has to tempt the brightest and the best of the been supported by the creation of a next generation of professionals, while si- global network of railway-focussed multaneously overcoming the ageing work- higher education institutions (Rail Uni force issues and a looming skills shortage. Net) which evolved in 2019 into TrainRail (International Rail Education and UIC has been developing its Railway Talent Training Board), to foster closer links programme in order to support its mem- between industry and academia; bers in their initiatives and strategies to f creating a career matrix to promote ca- attract and retain the best talent. reers in the railway sector; The Railway Talent programme became f exploring the potential of on-line learn- formally operational in 2014, underpinned ing, using different training tools and by a series of cooperation agreements methodologies: on-line learning group between railways, industry players and and team learning, communities of prac- other related institutions. tices or SIG (Special Interest Group), UIC network does not only offer an oppor- informal learning & recognition, assess- tunity to connect rail people around the ment, self-assessment, peer assessment, world both physically and virtually through case studies, simulation). its digital platform.
26 The fundamentals: safety, security and training
OUR FOCUS FOR 2020-2022
For 2020 and beyond, addi- tional eLearning courses could be deployed on Members’ request. In addition, a further impetus could be given to the platform by making it a cross-sectoral tool for the different UIC Communities of practice. The project will deploy a mentoring pilot programme targeted at women, as well as continue supporting attractive- ness measures towards schools and universities. Rail talent became partner of “Contest for youth” (RUT initiative in partnership with RZD), target- ed at schools and is exploring the feasibility for 2020 and beyond of developing the TrainRail hackathon. A core group of young talent formed at WCRT2019 will also be in the focus of the Talent project until the next WCRT (World Congress on Rail Training) in 2021. Website: www.railtalent.org © Railinfra Opleidingen / Fred Lucas
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DEVELOP A SYSTEM VISION WITH A DIGITAL DRIVE f increase the efficiency of UIC infra- TECHNICAL POLICIES DEVELOP A SYSTEM structure and rolling stock management THAT SERVE MEMBERS’ (construction, production, maintenance VISION WITH A PRIORITIES and operation); DIGITAL DRIVE UIC offers its members updat- f provide the tools for enhancing mobility- ed technical policies in order associated services towards fully to serve their priorities. The interoperable and intermodal networks main technical priorities would FURTHER DEVELOP UIC AS ready to operate under MaaS (Mobility be the following: THE TECHNICAL PLATFORM TO as a Service) principles; h ; ADDRESS MEMBERS’ NEEDS f encourage greater involvement by ex- h cybersecurity and perts from all the UIC regions in achieving blockchain; Embody and convey a system-wide better transparency and a more open pro- h new fuels (hydrogen, etc.); vision and technical positions ject inception and management process. h asset management and From its creation in 1922, UIC has been predictive maintenance; playing a leading role in the search for Leverage data and sharing of h railway automation through harmonisation of technical solutions and experience artificial intelligence and operation principles in the railway industry, robotics; Feedback from experience and shared risk in order to enhance interoperability and in- assessments carried out by UIC members h Control-Command System terchangeability between railway networks, (CCS) evolution. have been raw materials for UIC Leaflets and to share best practices. and will remain so for the future IRSs. This The following actions will be Nonetheless, the coordination of work is notably the case for the UIC safety da- undertaken: between the members of UIC towards a tabase, with more than 30,000 accidents h strengthen braking expertise system-wide vision, and the development collected by 27 UIC members since 2006. (new technologies tests and conformity): actions already of the necessary common work using digital It is proposed to extend this sharing of experi- initiated in 2019, to be tools as a catalyst is a process UIC needs to ence for asset management on the one hand, expanded by 2020; improve, with the following practical steps: and for predictive maintenance of both rolling h develop a stream on digital stock and infrastructure on the other hand. impact regarding train-track Interaction and track structure (smart maintenance, IoTs): preliminary actions in 2020 and structured stream in 2021; h set up an operation platform for sharing all aspects of railway operations between key stakeholders: definition of framework in 2020; h strengthen cooperation and collaboration with UNIFE: as per 2020. © SNCF-Médiathèque / Mathieu Raffard
30 Develop a system vision with a digital drive
UP-TO-DATE IRSS IN LINE OUR FOCUS ORG. FOR 2020-2022 WITH STAKEHOLDERS’ NEEDS Satutes The nine chapters The role of the UIC as the principal point of and rules of the UIC Code By mid-2020, a route map will reference for railway standardisation since be produced setting out the 1928 is now changing as a consequence of core elements of the technical two main drivers: 0. 1. 2. standardisation produced by Transverse Freight Finance & the UIC. f the opening-up of the market and the topics traffic statistics change from an operator-driven ap- This will provide both a six- year technical strategy and proach to a kind of “shared responsibil- a business-led approach to ity” with the supply industry as product 5. 6. 4. preparation and publication to Rolling Traction & markets become more global; Operations stock Highspeed ensure that the IRSs produced f the internationalisation of the railway by the UIC are best suited to ecosystem with new markets and new the needs of UIC members actors worldwide has increased the need worldwide. 8. 9. 7. for international operating standards. Technical Digital, Infrastructure The way in the which the UIC specs emerging tech. working groups undertake the task of developing IRS will need to take this into account A significant majority of the UIC’s IRS as- and work in conjunction with sets are dealing with topics that relate to the Code. Clarify the added value the technical management of the railway In 2019 the UIC Standardisation Unit was system – infrastructure, rolling stocking, able to analyse the current assets of some telecommunications, signalling, operations, 670 UIC leaflets, covering all aspects of the etc. railway system. The gradual changes in the field of stand- Today the migration towards IRS will con- ardisation whether at international (ISO, cern a core of about 350 leaflets that are IEC, ITU) or regional (CEN, CENELEC, ETSI) the key elements for design, construction, level, and the ability for IRS to be used as a operation and maintenance of the services vehicle for publishing regional and techno- that the operators provide to the end users logical variations, will lead to a more opera- within the railway system. tions-oriented output of IRS.
31 Achieve migration to IRS by 2022 the benefit of interoperable, efficient The database will list all the leaflets be- and attractive railways of tomorrow. ing migrated, the IRS number and the Past internal discussions about UIC’s number of the former leaflet, the IRS Standardisation Strategy ended with The UIC’s team that is leading this pro- title, UIC department responsible, the the objective expressed at the 86th cess in conjunction with all the technical name of the UIC technical manager re- UIC General Assembly (GA) meeting units have published a Standardisation sponsible for the document, the work- in Tokyo, in which all initiatives have Guide. ing group in charge, the current stage to be taken and promoted to migrate Using a series of diagrams and flow our leaflets to International Railway charts, they set out the roles and re- Solutions or IRS (guidelines with a sponsibilities of the various internal and worldwide coverage). In doing so, GA external stakeholders and the process- reaffirmed its commitment to UIC as a es for producing and maintaining IRSs. Standardisation Setting Organisation A second version of the Guide will be (SSO) and expressed the will, in this published in 2020. new context, to protect it and to pro- mote and enhance this heritage. The guidance document (M2) that sets out how to draft UIC documents has been updated to include the processes that are relevant to the drafting of IRSs.
This is currently approaching the end Structured in a common core part to- of its consultative period and was ap- gether with optional specific annexes proved by the Standardisation Platform and specifications, IRS are designed to Core Group at its meeting on November benefit from the inputs of all the UIC 1st, 2019. Regions, thus providing for the greatest It will help experts and editors with possible application of the document. the processes for drafting IRSs whilst But also, specific annexes might be respecting the new IRS template and used to distinguish between specific format. A training session has been held systems (e.g. 1435 / 1520 / 1660 /1668 last 29th January 2020 to roll out the mm gauges, or types of pantographs…) processes contained in the document. or geographic applications (Europe, UIC is developing a ‘shared workspace’ Asia, Russia, etc.). that will facilitate a significantly elevat- By the time the migration programme ed level of transparency of the process has ended (scheduled for December and progress of the preparation, publi- 2022), the IRS that are produced by the cation and maintenance of IRSs. UIC will be a very strong operator-led The first trial version of this ‘live’ data- contribution to economic development, base is planned to be released in the 1st the innovation of mobility as a service quarter of 2020. and the building of common rules for
32 Develop a system vision with a digital drive
of the migration process, the estimated known), deadline for synchronising An analysis is currently ongoing to iden- date of publication, available language the migration into IRS or the revision tify the features that are required and to editions, countries using the leaflets of IRS with OTIF, OSJD or European provide a tool that is the most relevant as a reference for their national law (if documents. for the end users. This will be a powerful information and source known), TSI(s) tool for: The tool will allow filtering of the data or other regulations using the leaflet as uploaded with a wide range of selective- f initiating a dialogue on the concrete a reference (if information and source ness including sorting by type, topic, etc. collaboration areas and the provi- sion of experts; f identifying the area of added value of UIC standards for all regions and in particular Asia.
The result would be to encourage our major non-European members to work more within UIC and to have a better quality for the standards that are pub- lished for the sector by the sector.
The UIC Standardisation Platform ple- nary meeting and 3rd annual conference will be held in Paris on 30th September 2020.
For the Middle East region, a seminar/training on standardisation/ interoperability will be organised in 2020. © RAI / Hossein Javadi
33 PRODUCE SPECIFICATIONS/ Contribute to accelerating the cycle OUR FOCUS GUIDELINES of innovation FOR 2020-2022 UIC will promote a digitally driven architec- Promoting a new architecture of the railway The UIC operation sector to ture of the railway system, based on modules system, based on modules whose interfaces be created by 2020 will be the whose interfaces will be standardised. Such would be standardised, is a key enabler for a focal point where strategy and an architecture will be put in place in the plug-and-play approach. Such an approach added value will have to be discussed, along with ad-hoc common interest of the Railway Operating facilitates the market uptake of innovation, UIC Days by UIC members in Community and manufacturers and will use and then accelerates the cycle of innovation. order to better capture the a 4-layer model inspired by the OSI (Open In addition, UIC is the appropriate forum essence of their needs, with an System Interconnexion) concept: for carrying-out research activities with its expected rhythm of 4 coun- f each module should be specified by its members, promoting the research activities tries visited every year. own features according to the needs of of its members, supporting European and Thus, there is a need to cap- ROC; global innovation programmes, and acceler- italise on the possibilities of- f each module could be manufactured ating dissemination. fered by UIC’s current statutes without any overregulation, provid- and regulations in order to ed that the specifications requested Monitor implementation and added encourage segmentation and, by ROC are strictly respected by the value of UIC products in the context of ten years of manufacturers. UIC works with the most relevant part work, to reflect on improve- ments that may be made and of the Infrastructure Managers, Railway It is in the interest of ROC to adopt com- promote UIC’s products, image Undertakings, Entities in Charge of mon specifications for these modules. UIC and value more effectively to Maintenance, and Vehicle Keepers as a is the appropriate forum for writing and its members and third parties Railway Operating Community (ROC). publishing them, in close collaboration with by means of appropriate According to their needs, UIC will offer them the sector. segmentation. This work has an integrated and holistic approach, includ- started at the end of 2019 and Another UIC added value could be the pub- ing all necessary digital features that will add will continue throughout 2020. lication of guidelines, in order to help UIC efficiency and better quality to the system. members to quickly adopt innovation and new modules: f evolve on-board legacy system specs with new digital TCMS paradigms and ensure coherence; f materialisation of asset management: big data, solutions, linkage with model- ling and operations. © Adobe Stock
34 Develop a system vision with a digital drive
CREATE INNOVATION THROUGH PROJECTS
Become a world forum for innovative projects While most of its counterparts’ associations, for example CER and UNIFE, are Europe-wide, UIC offers the unique opportunity to carry out research activities and benchmarking on a worldwide scale, based on its Regional structure and its global vision for railway development, thus creating unique added-value.
OUR FOCUS UIC’s role in the further FOR 2020-2022: development of innovation strategy is its ongoing f improved coordination relationship with the most of global research efforts significant external players, between the UIC Regions, including the successor of through IRRB g end of Q3 Shift2Rail (S2R), the key 2020. funding bodies and the On a pre-competitive level, major industrial and tech- the opportunities afforded nology developers. by existing collaborative structures such as the IRRB, and for Europe the RICG, In this context, UIC will ask can enable efficient and for a specific role for a more effective cross-fertilisation effective contribution to the of ideas and sharing of best successor of Shift2Rail and practice, as well as planning for a better involvement of to take advantage of the each UIC member willing various funding streams pro- to be involved. A MoU with vided by external structures. S2R will be negotiated To maximise the efficiency during the first quarter of and effectiveness of this 2020; effort, there must be a clear and well- coordinated f better documentation and understanding of all the UIC organisation of our technical requirements for innovation; input in Europe, including the Railway Operating f definition and collection of Community requirements the objectives and strategy for the big projects to for innovation of the various define the work programme g UIC departments end of of S2R2 g end of Q2 2020. Q2 2020. © Adobe Stock
35 Further develop a shared FOCUS ON RESEARCH: IRRB AND RICG innovation strategy UIC’s IRRB (International Rail Research The Research and Innovation Coordination To complete its goal of assisting Board) working body promotes and Group (RICG) is the key forum for coordi- its members in the anticipation steers global cooperation in research, nation of research activity within UIC in a and management of evolution development and innovation within the European context. in the railway field with a digital rail sector through its network. The RICG meets regularly and brings to- drive, UIC will carry out a reflec- The IRRB involves all major stakeholders gether active UIC members with an inter- tion on the different visions of at global level in joint activities in the est in research in Europe. the Members that will help to field of research and development and define a common axis and re- It has a strong focus on ROC inputs into work with universities. search actions that could arise. European research strategy, such as the It provides UIC members, as well as a 12 Capabilities. number of excellent, affiliated scientific The RICG has led the initial development OUR FOCUS and research centres and specialised of the ROC’s response to proposals for FOR 2020-2022 institutions in the field of rail transport, the new partnership to replace Shift2Rail. Definition of long-term with a platform to identify global com- perspectives and vision of mon research priorities and to exchange The selection and management of pro- the railway system (5, 10, information on important research is- jects, including those funded through the 15, 20 years ahead) in order opt-in process, and central UIC bids for sues with the aim of better harnessing to propose directions and EU-funded projects are managed by the research potential worldwide for parallel roadmaps for research and development and innovation in the rail- Projects Management Office (PMO) with- technological breakthrough. way system. in the UIC Finance department. These would serve to fuel innovative thinking for Thus, IRRB members benefit from syner- Income from funded projects is important promoting the Railways. gies in conducting research, avoiding du- for the retention of our pool of technical plication and bridging knowledge gaps experts. between regions and continents, and The RICG has developed a series of Areas can explore opportunities for research of Development (AoDs) to drive each of resources and funding at a global level. the 12 Capabilities forward and to feed The work of the IRRB is structured into research and development priorities around five working groups, led by five and actions. vice-chairs and supervised by a chair- man (Vladimir Andreev of JSC RZD).
36 Develop a system vision with a digital drive
Put digital technologies at the centre of the OUR FOCUS railway system FOR 2020-2022 adoption of an extended For the Asia-Pacific region: For this purpose, UIC will: European signalling system, h a study on predictive infrastructure maintenance f drive the Future Railway affordable and stable, with digital technology (shared experience, Mobile Communication including ETCS; research) will be launched; System (FRMCS) initiative f set up a Railway h a study and prospects for timetable management for the sector, including Cybersecurity platform, with Big Data will be launched; definition, specification focused on the protection h research into best practice in railway digital- and standardisation of of railway critical networks isation and intelligent railway systems will be both infrastructure and threatened by the upcom- developed. new on-board equipment ing emergence of IP. (TOBA, Telecom On-Board Efficiency, performance, security and safety levels of Architecture), and also This platform will define the railway system rely on the balance and the inter- assessments on migration concrete solutions (product faces of its different subsystems: infrastructure, energy, scenarios. It will then and services) for the ROC; trackside control-command and signalling, on-board establish FRMCS as the f develop an Artificial control-command and signalling, rolling stock, opera- key enabler of Control- Intelligence Practice, pro- tion and traffic management, maintenance and telem- Command System (CCS) viding ROC with a common digitalisation; atics applications for passenger and freight services. understanding of AI ecosys- tems and solutions adapted to their needs; f facilitate the emergence of f support the coordination railway digital modelling of new CCS initiatives (“digital twins”) in close in Europe as a technical collaboration with the body, in order to put initiative in the Asia Pacific ROC at the centre of Regional Assembly; the decision-making process. The objective f two digital workshops in is to ensure the general Australia and Kazakhstan.
For the North America region: h an ad-hoc FRMCS group for North American members will be created; h a cyber security coordinated approach to level crossings will be set up, to be developed with the Transportation Technology Center, Inc (TTCI), a subsidiary of the Association
© Adobe Stock of American Railroads (AAR).
37 © ÖBB / David Payr RAIL FREIGHT AS THE BACKBONE OF THE WORLDWIDE LOGISTIC CHAIN RAIL FREIGHT AS THE BACKBONE OF THE WORLDWIDE LOGISTIC CHAIN
FURTHER DEVELOP UIC AS THE TECHNICAL PLATFORM TO ADDRESS MEMBERS’ NEEDS
Up-to-date IRSs and specifications in line with
stakeholders’ needs CARGO S.A. © PKP Freight produces different products to The harmonisation of rules between The loading guidelines developed by support interoperability and smooth various modes of transport is increas- UIC are a set of nationally and inter- cross-border developments: ingly important, with international trade nationally valid regulations for loading f leaflets / IRS, and multimodal and intermodal trans- goods in railway transport. They de- port all growing. scribe binding rules and stipulations for f guidelines, the usage and capacity utilisation of the f Work to amend the various regulatory standard multilateral contracts with wagons and for the dimensions of the texts takes place within intergovern- stakeholders of the transport chain. load. They are referred to in standard mental (OTIF), European and interna- EN 16860. The transport of dangerous goods tional bodies. (TDG) is subject to specific regulatory The UIC loading guidelines constitute UIC participates in this work with the measures. TDG safety on the railways an extremely valuable intangible asset status of a non-governmental organisa- is based on general railway operating which is shared with all players. All of tion which, however, allows it to make safety. them must know and comply with the observations and proposals based on proper implementation of the existing Rules and regulations are updated on railway solutions. an ongoing basis in order to take ac- loading rules and directives and use the count of experience and of new types The two key documents in that respect, appropriate equipment. which just migrated into IRS, are UIC of goods arriving on the market. The Group work priorities for the peri- IRS 40471-3 dealing with inspection of od ahead will be to continue to provide consignments and IRS 20201 dealing expert support in the JNS procedure with emergency planning for marshal- following the accident on the Danish ling yards. Great Belt.
40 Rail Freight as the backbone of the worldwide logistic chain
The Group is also organising itself to engage more proactively with IMs so that the Loading Guidelines, which still contain some legacy of an integrated railway system, become the reference tool for modern railway operation.
For the Middle East region: h a seminar/training on exchange of freight wagons will be organised at the end of 2020; h a working group on the coordina- tion of freight tariffs in the region will be created with the technical support of UIC HQ. © RAI Leverage data and sharing of experience f ISR (International Service Reliability) f RTIS (Running Train Information System) - processing of train running For many years UIC has driven the dig- - wagon movement and status movement information. italisation process through RAILDATA, reporting. a special group for freight which was Key actions: Key actions: improvement of web set up in 1995 to address the collective - sharing of wagon geo-coordi- interfaces. need of freight Railway Undertakings in nates for increasing the density of f CoReDa (Commercial Responsibility the domain of data exchange. Since its track&trace information; Database) - wagon database with creation, it has designed, developed and - new version of wagon movement current responsible keeper. messages which will cover new TAF run IT services to support the business. Key actions: connecting new partners. location- and train-codings; f ATTI (Agreement on Technical - Mileage-Calculation in ISR and Transfer Inspection for wagon ex- sending of the results to GCU changes) - quality management sys- Broker or direct to the Keeper. tem database. f WDI (Web Data Interface) - web form Raildata’s key applications and current Key action: new reporting functional- for capture and presentation of train priority objectives are: ity to support the production quality consist data and of wagon movement. f ORFEUS (Open Rail Freight EDI User analysis (technical transfer inspec- Key actions: support of workflows System) - consignment/wagon CIM/ tion, RID, operation). for first and last mile processes, and CUV note data exchange. also for processes of handling transit Key actions: Improvement of ECN trains. flow for sales/purchase and TAF/TSI.
41 Monitor implementation of rail rail freight in the context of 11 priorities. It FOCUS ON SMOOTH freight corridors is also a key tool to advance some priority HANDOVER OF WAGONS topics of the CEO Task Force in the follow- In the context of the implementation The Agreement on Freight ing domains: Train Transfer Inspections of Regulation 913/2010 for Competitive f on behalf of Railway Undertakings and (ATTI) is a UIC Special Freight, the need for harmonisation of cor- in partnership with ERFA, produce a Group whose member- ridor (RFCs) “access” became increasingly Handbook on International Contingency ship comprises both urgent for railway undertakings (RUs) un- Management; UIC and non-UIC railway der pressure to implement productivity undertakings. enhancements. RUs therefore asked UIC to f in partnership with customer associa- The ATTI has developed a facilitate and coordinate this process with tions (UIRR, ESC), draw up quality KPIs set of rules to simplify the the ECCO project (Efficient Cross Corridor to monitor the rail offer; transfer of wagons between Organisation). f provide a concerted operational view- parties whilst ensuring the point on the Corridor Regulation highest possible level of (913/2010) to support lobbying activi- safety. ties on its revision; Since its creation in June ECCO provides key technical input on some f coordinate the RU input towards certain 2014, the initial group of 44 of the priority issues in the Sector Statement RNE activities, inter alia, the elaboration participants has grown to (SS), which represents the commitment of harmonised Network Statements. over 100 members, and a made by the sector to boost international quality monitoring system has been put in place. Khabarovsk 4 Amazar Vostochny Suifenhe Track gauge Helsinki Zabaykalsk Vladivostok 1,520 mm Irkutsk Manzhouli 2 Malaszewicze Moscow 1,435 mm Yekaterinburg Novosibirsk Ulan-Ude Zamyn-Uud Chop Omsk Naushki Brest Beijing 1,676 mm Dobra 3 Erenhot Zahony Iletsk Astana 7 Shanghai Kandagach Dostyk Alashankou Svilengrad 1 Urumqi Poti Aktau Istanbul Khorgos Almaty Kars Baku 5 Tashkent Tabriz Mary Tehran Mazar-e-Sharif 6 Sarakhs Bafq BandarEmam New Delhi
BandarAbbas Mirjaveh
Mumbai
2,000km
42 Rail Freight as the backbone of the worldwide logistic chain © Noah’s Train in Rome / OK Kunst Train © Noah’s
As the worldwide railway organisation, UIC is particularly - port strategies, committed to supporting the successful implementation of - service improvements. transcontinental corridors. The Study results was delivered in December 2019; In accordance with the 2019 programme objectives, the fol- f the corridor activity also focuses on specific digital initi- lowing topics were progressed as follows: atives which foster productivity gains, such as the use of f monitor business development; electronic seals or the use of blockchain technology; f following the 2017 study carried out by Roland Berger which f capitalising on its network of partners, UIC addresses a focused on route development and market organisation, a range of issues, through its membership of the Board of study was launched with the support of IEC (Infrastructure the International Heavy Haul Associations, UIC contributes Economics Centre) of Moscow focusing on the elasticity of to the exchange of best practices around the world on transport flows between Asia and Europe in relation to: topics linked to running long and heavy trains. - decreasing Chinese subsidies, - infrastructure investments,
43 FURTHER DEVELOP OUR FOCUS A SHARED INNOVATION STRATEGY FOR 2020-2022 To be competitive in the 21st century, a new vision of the The vision of the European Key to the success of innova- industry needs to be developed. In the same way that Freight CEOs is to increase tion projects will be for the road is always pushing the limits of technology, Rail modal share by 30%. In order RU’s to work together to drive standardisation. Freight, as an industry, should adopt to accomplish modal shift, the railway sector needs to a more technology-minded approach. Three main areas are defined become more customer-fo- This aspect is contained in the “30 where the RU’s need to take up cussed, more competitive by 2030” Rail Freight White Paper as their responsibility: and continue to develop one of the 3 key levers for achieving multi-modal services. Some f to achieve a competitive modal shift. processes and solutions edge, the sector will drive therefore require implementa- automation of operations. tion on a collaborative basis to The benefits will be greater increase consistency, efficiency reliability, more cost-ef- and transparency, including ficient operations and tracing, through enhanced greater safety; data exchange. Such exchange f the sector will continue to of information is expected to develop telematics result- achieve the following goals: ing in intelligent wagons. f significant cost reduction This will be a major enabler by reducing manual efforts for other products to the in data acquisition and customer. It will also allow by using standard data optimised maintenance formats; schedules leading to an overall lower cost structure; f higher customer satisfac- tion by better information f the interfaces with custom- quality (e. g. ETA) and ers should become more quicker information user-friendly. By developing provision; customer portals, the RUs will drive bundling and f optimised dispatching and increase the ease-of-use better provision of informa- of the rail solution. These tion to customers through initiatives will benefit a easier data capture; lower order handling cost, f better quality of operations thereby increasing the com- through the reduction of petitiveness of the solution. data errors and the elimina- tion of system breaks. © ÖBB / David Payr
44 Rail Freight as the backbone of the worldwide logistic chain
Support European and global The objective of this project is to enable innovation programmes for the any driver to be safe when driving in a benefit of the sector foreign country of which he does not Key topics coordinated by UIC know the language. This entails the ca- range from: The digitalisation of rail requires huge pacity of the driver to exchange neces- investments for RUs. The current finan- f harmonising the sensoric sary standard information in written or cial situation of European freight RUs approach from the user voice messages with the traffic control- makes them reliant on external funding perspective – UIC develops ler for a safe run of his train and good and this is why European programmes user specifications both at information of the traffic controller in wagon and train level to such as CEF or Shift2Rail are of vital compliance with the Decision 2012/757/ support the implementation importance. EU of the Commission of the 14th of of intelligent trains; UIC helps its members to leverage fund- November 2012. f development and manage- ing for some of its priority projects such ment of a migration plan to as the one addressing the cross-border exchange uniform / harmo- driver language topic. For this topic, the nised wagon data; concept is to use a digital tool for com- f tackle customer concerns munication between RUs and IMs based In a nutshell, the objectives of the pro- about real-time information on predefined messages designed to ject are to increase the reliability of by addressing the issue cater for operational processes. of ETA both at wagon trans-European rail freight transport by and train level from an UIC, in partnership with RNE was providing quick alternatives by different international/cross-border awarded funding from the Shift2Rail routes to maintain the service in case of perspective; programme for the project called incidents. At the same time, the objec- Translate4Rail. tive is to fluidify the border crossings f roll-out digital process such as electronic consignment and thus to enhance network capacity, notes. travel safety and competitiveness. © Adobe Stock
45 CONVEY A GLOBAL MULTIMODAL VISION SHARED WITH SUPPLY CHAIN STAKEHOLDERS It is a priority challenge for European RUs impressive network of more than 600 to drive the implementation of a system vi- signatories across 20 countries, with sion of rail freight. This does not only mean around 600,000 wagons currently de- working in partnership with infrastructure clared in the GCU wagon database; managers to ensure adequate capacity but also means further collaborating with the other stakeholders of the chain. f at a global level, the work relies on A number of best practices have been strong links and ensuring synergies developed over recent years such as: with the work carried out in the UIC f Xrail, the Single Wagon Load alliance, Regions (Asia Pacific and Middle East) responds to customer demands on and with key partners. In particular reliability and integrated information OSJD member states developing use requests. It acts as a platform for inno- of contracts on the use of Freight wag- vation and technical collaboration; ons in International Traffic (PGV) and Agreement on International Goods Traffic by Rail (SMGS); f the main focus is: f partnership with Combined Transport - market monitoring and market operators to improve the necessary research, standardisation of the system thus facili- - drive interoperability for emerging tating its running on the network; digital solutions, - drive innovation in partnership with f collaboration with the wagon keepers to the Digital Platform on blockchain harmonise mutual rights and obligations technology for instance, with regard to the use of wagons as a - best practice and knowledge trans- means of transport throughout Europe fer especially in terms of operational and beyond. This initiative is better interoperability. known as the GCU; f the General Contract of Use for Wagons Progressing partnerships in particular with (GCU) is a multilateral contract based the International Coordinating Council on on the international convention COTIF Trans-Eurasian Transportation, CIT, BIC, 1999 and Annex CUV. Since its start in ESCAP, UNECE, IHHA. July 2006, the GCU has grown to an
46 Rail Freight as the backbone of the worldwide logistic chain
For the Asia-Pacific region 2020 will see the develop- ment of: h Intertran III; the project aims to develop “multi- modal transport in the Asia-Pacific region and in- crease the competitiveness of rail transport”, especially thanks to information technology; h research for greater integration of railways in Asia-Pacific region in order to act as the backbone of integrated transport. © Adobe Stock
47 © Adobe Stock RAIL AS THE TRANSPORT MODE OF CHOICE FOR PASSENGERS RAIL AS THE TRANSPORT MODE OF CHOICE OUR FOCUS FOR PASSENGERS FOR 2020-2022
One of the biggest endeavours The UIC passenger depart- for the UIC passenger depart- ment, high-speed sector is FURTHER DEVELOP UIC ment in the next three years is maintaining and developing AS THE TECHNICAL PLATFORM the development of standards standards regarding the TO ADDRESS MEMBERS’ NEEDS for E-ticketing on two aspects: development and opera- tion of high-speed rail. The f E-ticketing – Barcode: in Up-to-date IRSs in line with stakeholders’ “Implementation of High- order to avoid multiple needs Speed Railway” series is a bun- standards of barcodes, UIC dle of IRSs covering the topic Interoperability is a crucial requirement to further members decided to de- of the implementation of HSR develop the railway market and present rail as an at- velop a new barcode which from the emerging phase up tractive alternative to other modes of transport. For integrates all requirements. to the operation phase. Other this, the UIC passenger department is investing on The new FCB (Flexible standards are under develop- Content Barcode) could the one hand in the responsive development of new ment or updating regarding be the contract. It allows standards to meet the members’ needs and to keep up testing & trials, compatibility, several passengers for with the pace of new innovative technologies and the communication & signals and several legs in an interna- fast-growing and changing market, and on the other energy. tional journey. This Barcode hand in the continuous updating and adaptation of ex- is therefore a UIC technical For its part, the railway sta- isting IRS and UIC Leaflets. definition representing the tions sector is launching, in through ticketing contract; the coming year, two tech- nical groups for a one-year f E-Ticketing Control trial phase. The Information Database: UIC is imple- in Stations working group menting a Software as will continuously enrich and a Service (SaaS) for the update the UIC IRS 10181: User Ticket data exchanges for information in railway stations. e-Ticket control in Europe. The Retail working group will The Central electronic address commercial activities ticketing control database and opportunities in stations. (ETCD) will provided ser- vices covering the following areas; Digital ticket Online, Travel contract modification and After-sales services. © Adobe Stock
50 Rail as the transport mode of choice for Passengers
Produce specifications/guidelines f operational efficiency for new and existing HSR. Report is expected end 2021; UIC is a shared knowledge platform translating f HSR operation in extreme climate conditions, the vision of its members into concrete Know-how especially in winter conditions. Each year a re- through technical recommendations, guidelines port is issued concerning each extreme climate and handbooks. In the upcoming three years, the condition. UIC passenger department will publish a variety of documents addressing the challenges and top- Other documents to be published in the three- ics of each sector of activity with a main focus year timeframe by the remaining sectors (Railway on digitalisation, innovation and new technology stations, commuter and regional train services and in order to offer a better integrated railway trans- tourism opportunities for railways): port, an attractive customer experience and future f handbook on commuter and regional train ser- mobility. vices. Report will be available end 2020; The InterCity & High-Speed Committee of the UIC f benchmark on the use of new technologies in passenger department is currently working with enhancing Digital Passenger Experience for several universities on multiple topics regarding tourists and tourism. Report will be available the development of high-speed rail, the promotion end 2021; of stronger ties between businesses and academ- f optimisation of the station management of ia and the improvement of rail-oriented education. small stations. Report will be available end The committee has set a three-year joint research 2022; programme as follows: f guidelines on Transit-Oriented Development f HSR productivity coordinated by BJTU, China; (TOD). Report will be available end 2021; f HSR social/territorial equity coordinated by f extensive online catalogue on smart solutions the University of Naples, Italy; for railway stations. Report will be available f HSR marginal costs and value of time coor- beginning 2020; dinated by the University of Technology of f website on tourism opportunities for railways: Krakow, Poland. www.toprail.org, currently in progress. In addition, the committee is working on multiple reports and guidelines with the members and market experts: f Customer Experience Management and assessment. Report is expected end 2021;
51 Leverage data and sharing of Considering the obsolescence of some In the context of sharing experiences, experience UIC tools, like PRIFIS (PRIce and Fare the UIC is a platform for knowledge ex- Information Storage), and to take into change and transfer. The UIC passenger In the last decades, data has been re- account the new European technical department organises yearly training on shaping every aspect of life, and rail- framework, UIC is developing a new different topics: ways are no exception, giving it new model based on new UIC Standards. The f training on commuter and regional opportunities of exponential growth: new Tariff Model (nTM) merges the cur- train services. Next one is expected new passenger experience, seamless rent NRT (Non-Integrated Reservation in Bilbao on November 2020; multimodal trips and more efficient Ticket) and IRT (Integrated Reservation operations of passenger rail. In this f training on Passenger Services Ticket) concepts to offer carriers and regard, the most prominent activity of based on IT Technologies, mainly distributors customer-friendly and com- the UIC passenger forum harvesting the ticketing, is expected in Seoul on petitive prices for international travel, potential of data is MERITS (Multiple March 2020; based on timetables. It should facilitate East-west Railway Integrated Timetable f through ticketing and intermodality. two-level training on High-Speed Storage) which is a centralised data- Systems (theoretical and practi- base containing the timetable data of a The strengths of this development will be: cal levels) Level I in Paris in April majority of European railway operators, f alignment with timetable data for each year, and level II in Madrid in which are reproduced and integrated better quality; November each year. A level III is twice a week. It is designed to give rail- f technical and commercial renewal of expected to be put in place for more way operators rapid access to accurate the tariff data definitions; technical issues. data in order to produce timetables and f data-driven model for tariff data In addition, it will organise, in cooper- operate more efficiently based on a (combination from different carriers); ation with the UITP, a new training on single source of data and thus MERITS stations for infrastructure managers. data contains: train schedules and ser- f providing tariff data in line with the vices, location database and minimum requirements of bar codes and con- connecting times. trol data exchange.
Furthermore, in 2019, the UIC commer- cialised the MERITS integrated data to third parties allowing better customer information, journey planning, booking and feeding mobile applications. © UIC
52 Rail as the transport mode of choice for Passengers
Technical policies that serve members’ priorities The UIC is actively involved in shaping the The 11th World Congress on High-Speed future of railways in Europe and globally. Rail will take place in Beijing, China.
On a European level, the UIC co-organ- The 12th edition will be held in Morocco. ises with CER the High-Level Passenger Meeting (HLPM), an event aimed at European Passenger CEOs to discuss strategic topics relating to challenges faced by the European railways and dis- cussing important rail Passenger trans- port policy issues.
During the last HLPM held in October 2019, various challenges and visions were discussed including Ticketing and Intermodality, new Tariff Model, Full Service Model, 5G & Blockchain for rail and their related security threats.
On a more technical level, the UIC par- ticipates in the ERA TAP-TSI working parties for discussing the IT regulations © UIC and synchronising the ERA’s technical documents with the UIC’s IRSs as a part of the UIC-ERA technical agreement.
More globally UIC collaborates with in- ternational organisations such as UITP and IATA, through joint projects to de- fine the framework of more integrated intermodal transport.
Furthermore, two flagship events of the UIC: the World Congress on High- Speed Rail (Ankara), and the UIC next- station conference (Teheran), are step- ping-stones for conceptualising and defining the next generation high-speed rail transport and railway stations. © UIC
53 CREATE INNOVATION THROUGH PROJECTS
Become a world forum for innovative projects The UIC Global Passenger Forum has become an incubator for novel initia- tives and projects, anticipating the UIC members’ needs and investigating the full potential of passenger railways. Besides the ongoing projects of the sector and backbone activities, five new projects are to be carried out starting in 2020 for three years: f innovation platform on AI,
Blockchain, distribution and digital- © Adobe Stock isation. Workshops are organised every 3 months; by investing in innovation and research capability and Mobility as a Service to offer more personalised and seam- paradigm and Artificial Intelligence and f TopRail III (Tourism opportunities for less journeys. data analytics. railways) from 2020 to 2022; f Customer Experience Management In this regard, the UIC passenger de- Furthermore, each sector of the passen- platform from 2020 to 2022; partment is acting as a catalyst for the ger department is working on at least adoption of new technological practic- one topic related to digitalisation and f guidelines on the efficiency of new es and solutions by members through digital technologies for passenger rail: and existing High-Speed lines from innovative projects and workshops. 2020 to 2021; f distribution, ticketing and the new Tariff Model (nTM); f Small Railway Stations Management The Innovation Platform is a working Optimisation from 2020 to 2022. group of the Global Passenger Forum f smart solutions for smart stations: addressing new disruptive technolo- the use of new technologies such as Put digital technologies gies and the way they are reshaping sensors, CCTVs, IoT, AI for a better at the centre of the rail system the travel industry through workshops customer experience in stations and and case studies encouraging members for better station management; With the emergence of new technolo- to investigate these solutions further, gies, along with changes in customer f PRM-ABT (PRM Assistance Booking alongside the UIC, in the upcoming behaviour and choices regarding mobil- Tool): User-friendly web-based ap- years. The main topics covered in the ity, and the development of competition plication that helps to structure and innovation platform are: Passenger in the rail sector, railway undertakings facilitate bookings of assistance ser- Services Digitalisation, Blockchain and and infrastructure managers are shift- vices for PRM for international jour- its potential benefits and challenges ing towards a more customer-cen- neys throughout Europe replacing for Rail, Intermodality, new distribution tred approach in providing services, the manual systems (phone, fax and
54 Rail as the transport mode of choice for Passengers
The project will enable rail compa- nies to offer journey packages that will be purchased online and fulfilled digitally. Project linked with outcome of e-ticketing.
Furthermore, it promotes its ticketing and data exchange standards among public and regional transport authori- ties to be used by public transport op- erator, and, thus, more interoperability.
In terms of stations, UIC’s vision is the sustainable integration in the urban fabric and in the mobility web, ad- dressed through projects (Long Term Development for Railway Stations, © Pixabay / Noelsch Transit-Oriented Development) and the UIC nextstation conference (7th edition: e-mail). It is a reference application In terms of ticketing and distribution, the Stations boosting the city). for the standards and XML messag- UIC is working closely with international es defined in UIC Leaflet 918-6; and regional organisations to develop For the North America region, f Autonomous Vehicle and Door2Door: a strategy and technical standards for 2020 will see the development of a Investigating the potential benefit the implementation of air-rail and rail- multimodal approach (taking into of autonomous vehicles on the pas- public transport intermodal solutions: account the importance of railway stations) through the organisa- senger rail sector in terms of more f UIC Air+Rail Intermodal Travel (in tion of side events in some major efficient and seamless door-to-door cooperation with IATA): Intermodal cities in North & Latin America in journeys. integration of air and rail by re- cooperation with APTA and the moving major technical barriers, by United States Conference of Mayors Convey a multimodal vision providing technical guidance and (USCM). shared with public transport and standards in order to facilitate inte- supply chain stakeholders gration, as well as technical solutions For the Asia-Pacific region, 2020 Being the foremost goal of the UIC Global to accelerate adoption; will see the development of: Passenger Forum, seamless sustainable f UIC Door-to-Door Local Transport h IT-based training on rail passenger multimodal transport is a focus of every Intermodal Travel (in cooperation services; sector of the forum, dealing with it from with UITP): Digitally enabled inter- h research on the state of the art different perspectives and with different modal ticketing, journey manage- and comparison of key standards stakeholders. ment and validation / inspection. for high speed in Asia-Pacific.
55 © Adobe Stock PROMOTE SUSTAINABLE CARBON FREE TRANSPORT PROMOTE SUSTAINABLE CARBON FREE TRANSPORT
Rail transport’s role as a key driver of sustainable OUR FOCUS Moreover, UIC will carry on development with the potential to mitigate the effects FOR 2020-2022 working with the International of climate change is widely recognised among civil Energy Agency IEA on a short For 2020-2022, two work- society, citizens and decisionmakers. It will have to online analysis of GHG emis- shops per year will be organ- adapt to environmental change and must anticipate sions in the rail sector. ised by the Energy Efficiency risks in order to limit a heavy financial burden. Tools such as “EcoPassenger” network, one by the noise and and the “Environment Strategy But climate change is not the only issue facing the vibrations network. Reporting System” (ESRS) tool railway sector. Consequently, UIC also works on other A state-of-the-art report on dedicated to members’ ener- key issues, such as depletion of resources (water, door-to-door solutions will be gy and CO2 data collection, metals, etc.) and polluting emissions, with a view to published, as well as a “state should also be updated and identifying ways to mitigate such issues. It seeks out of the art” on sustainable developed during 2020-2022. alternatives to unsustainable land use and is involved use of resources and circular in many other activities enabling the railways to be in economy. line with the United Nations Sustainable Development A global report and a work- Goals (SDGs). shop should be organised by 2020 on a transition strategy Dire warnings of the IPCC for vegetation management on LEVERAGE DATA AND SHARING 1.5°C report (2019) states that railways. OF EXPERIENCE countries are not meeting Produce specifications / their commitments made at UIC Energy, Environment and Sustainability (EES) plat- guidelines COP 21 in 2015 for 2020 (their form works on: NDCs), leading the planet to Two main IRS, SFERA f energy efficiency and GHG emissions; a warm-up of 3°C by the end (Standardisation of Driving of the century. It is urgent f polluting emissions; Advisory Systems or DAS) and that countries multiply their f noise and vibrations; IRS 90930 (on the process ambitions threefold and reach of measurement, exchange, f sustainable land use, including the alternatives to carbon neutrality before 2050. validation and billing of trac- Glyphosate; Transport is responsible for 24% tion energy for cross-border of energy-related GHG emis- f Circular Economy; traffic) will be published in sions and in a business-as-usual f rail as a backbone for door-to-door solutions. 2020 and will then be pro- scenario, these emissions will moted (a workshop on SFERA These working groups provide yearly reports and double by 2050. may be organised during this guidelines, and also organise various workshops. period) and updated regularly Climate stabilisation requires a in the following years. decarbonised transport sector.
58 Promote sustainable carbon free transport © ÖBB / Thomas Maly © ÖBB /
f RAIL AS THE BACKBONE OF MOBILITY a kick-off meeting gathering together the Sustainable Development Directors of around 20 railway members f UIC is an internationally-accredited Non-Governmental took place in October 2019 to work on a strengthened Organisation in consultative relations with the United representation of the sector at an international level. Nations since 1950 and was elevated to a special sta- tus in 2015, cooperating more actively with UNSG since Moreover, in 2014 UIC members launched the “Low Carbon that date, and participating annually in the Conference Rail Transport Challenge” with commitments on energy ef-
Of Parties (COP) organised by UNFCCC, in the Climate ficiency, CO2 emissions and modal shift targets, in order to Summit and many other intermediate events, co-organis- position rail as a solution to climate change and frame dis- es side-events in Partnership with UITP, and shares panel cussions with the United Nations and national governments. sessions with various stakeholders of the transport sector, The challenge was designed to illustrate how increased in- in order to promote its advantages; UIC intends to partici- vestment and modal shift to rail can help to secure climate pate in COP26 in England in 2020; change beyond the 2 degrees scenario. f UIC participates actively in different initiatives promot- In June 2019, UIC proposed to go one step further and ing sustainable mobility such as SUM4ALL (World Bank launch a communication campaign by revising the sector’s Initiative), Sustainable, Low Carbon Transport initiative commitments: (SLoCaT) and the Transport Decarbonisation Alliance f at a European level, through the adoption of the UIC (TDA); and CER Carbon Neutrality “Vision 2050” as a new 2050 f UIC takes part in the writing of various reports on sustain- Carbon Neutrality Target and the strengthening of the able mobility driven by the UNSG (“Mobilizing Sustainable 2030 target by reporting results against a new baseline Transport for Development” – 2016), the World Bank 2005 in addition to existing baseline 1990; (“Global Mobility Report” 2017; “Global Roadmap of f at a global level, through the adoption of a new 2050 Actions” – 2019) and by SLoCaT (“TCC-GSR” – 2018); Carbon Neutrality Target and the contribution of railway members to the UN SDGs.
59 RAILWAY CLIMATE DECLARATION New 2019 Pledge
According to the Paris Agreement, countries must renew or increase their commitments by the end of 2020, by amending their Nationally Determined Contributions submitted in 2015. They must correspond to the highest level of ambition possible. Therefore, UIC is committed to go further. The Railway Climate Responsibility Pledge 2019 is an extension to the Pledge signed in 2015. $V DQ RI¿FLDO UHSUHVHQWDWLYH RI D 8,& 0HPEHU , DFNQRZOHGJH WKH FULWLFDO LPSRUWDQFH WR WDNH immediate action for a more sustainable future. ,UHFRJQLVHWKHFHQWUDOUROHRIUDLOZD\VLQWKH¿JKWDJDLQVWFOLPDWHFKDQJH
As a member of the worldwide community of railway operators and infrastructure managers, I commit to take a leading role in the actions to mitigate climate change, by reducing my company’s carbon footprint and supporting a shift towards a more sustainable balance of transport modes. In order to achieve this, I commit to:
1. 5HGXFHP\FRPSDQ\¶VVSHFL¿FHQHUJ\FRQVXPSWLRQDQG&22 emission, and through this contribute to the UIC “Low Carbon Rail Transport Challenge”, presented in 2014 at the United Nations Climate Summit, and to the Rail Climate Responsibility Pledge, signed in 2015;
2. Carbon Neutrality by 2050;
3. Contribute to United Nations Sustainable Development Goals (SDGs).
Place, date Signature
Company name
Name, title of signee
60 Promote sustainable carbon free transport
DEVELOP INNOVATIVE PROJECTS FOR BETTER ATTRACTING GREEN BONDS In order to position rail as the backbone f consists of the setting-up of a easily access the green bonds market of sustainable transport, it needs in- framework of scoring criteria, based and have a say in the drafting of the EU vestments to maintain its infrastructure, on Sustainable Development Goals taxonomy of “green” economic activities. renew its rolling stock and make it at- (SDGs), leading to an online scoring It was agreed that UIC should help with tractive, comfortable, secure and relia- tool producing graphs and charts the publication of a best-in-class stand- ble. Rail also needs the assurance that featured in a document (one-page ard (criteria defined by the rail sector all modes will pay not only for the use synopsis + more detailed report); under the leadership of UIC) and this of the infrastructure they need but also f will be used for self-assess- should possibly include reporting by an for the impacts that they generate (e.g. ment of CSR (Corporate Social external auditing company. road pricing, congestion charges, taxes Responsibility) performance or as on kerosene, etc.). a communication tool to show to To elaborate the scoring, the group has shortlisted the most relevant SDGs (the UIC launched the “ECOSCORING” pro- external stakeholders and financiers ones where rail can have an influence). ject, which: to improve access to green bonds, among other financial instruments; Now proper weighting is to be applied f was launched in November 2018 at to all target and indicators. the joint request of the UIC Chairman; f will be dedicated to all members. f follows the EU Technical Expert Thanks to this project, Railways will take For the Asia-Pacific region, a study Group on a taxonomy of economic this opportunity to improve the sector’s of the carbon footprint of the life activities considered as green; communication on its environmental cycle of railway infrastructure will be performance and ensure it can more prepared in 2020. © Adobe Stock
61 © UIC EFFICIENT, TRANSPARENT MANAGEMENT FOR THE BENEFIT OF OUR MEMBERS Solidarity between members, particu- f to provide them with the necessary EFFICIENT, larly from a financial point of view, tools for easy monitoring of their TRANSPARENT obliges us to re-establish a personal budget and their deliverables; relationship with so-called “absent” f to encourage the pooling of experts MANAGEMENT members to explain in exhaustive terms and resources for working towards FOR THE BENEFIT what the UIC does, to understand their more ambitious projects and to expectations and implement corrective avoid fragmentation. OF OUR MEMBERS actions. The “UIC days” correspond to this B2B approach, by enabling us to This new organisation should lead better meet the expectations of UIC to a strengthening of UIC’s presence in European projects (H2020 and REGULAR REPORTING members. Shift2Rail) and so improve the sector’s AND ONGOING ASSESSMENT The project reporting database is image as a major technical force. OF ADDED VALUE henceforth the shared frame of reference FROM ACTIVITIES for our members. The progress made As requested by the members, the per- manent activities are assessed every The UIC will put in place internal this year will be continued to take into five years, with the assessment report management control for optimising account past experience. Moreover, helping to determine which actions will resources by setting a budget for a system of extracting data using continue to be financed. Moreover, a each Department for isolating the HQ predefined formats will be introduced number of key processes are not subject component from the project component to enable targeted reporting. to uniform procedures. For example, the for the end of the first quarter of 2020. The internal reporting project will be opt-In process is based on a set of de- In 2021, an accrual accounting system introduced for the operational depart- cisions taken by the General Assembly will be introduced for better control of ments which lead the projects. It will which have never been consolidated. budget compliance. be made both more frequent and more Lastly, an organisational audit of the Personalised and more reactive fol- comprehensive with a three-fold aim: support departments will commence low-up of late subscription payments f to make working groups and experts in 2020 with the aim of optimising the will be introduced, with a roadmap for aware of the need for coherent pro- efficiency of our organisation and our reducing accumulated payment arrears. ject monitoring; production results. In the same vein, a study will be conducted on the sub- sidiaries and on the work procedures between UIC and the subsidiaries, spe- cifically on the pricing policy and mar- keting for IRS. © Adobe Stock
64 Efficient, transparent management for the benefit of our members
FOCUS ON THE QUALITY MANAGEMENT SYSTEM (QMS) ACTION PLAN 2020 – 2022: h consolidate the Quality Management System (QMS) – Quali’OP approach; h incorporate notions of ethics and sustainable development into UIC’s Quality approach – RSE Approach; h set up an Integrated Management System (IMS) centred on the global performance of UIC and its subsidiaries.
Actions
Objective n° 1 : Consolidate the QMS – Quali’OP approach Actions Short term (2020 – 2021) Medium term (2020 – 2022) Long term (2020 – 2025)
1.1. Consolidate the Quali’OP approach and its certification; Increase pilots’ reponsibility Participate to sectoral reserach (CE P, OR, QP etc.) Inte rate the internal audit 1. . Include subsidiaries in the Q S field of action ( IC – ES as to the Q position Stren then the uality tea ith 1 et certified ISO 1 for so e processes and or an ecosyste ) operational staff position subsidiaries, in addition to Quali’OP
Objective n° 2 : Integrate concepts of ethics and sustainable development - Social and Environmental Responsibility (SER) approach Actions Short term (2020 – 2021) Medium term (2020 – 2022) Long term (2020 – 2025) udit the e istin situation (SER Obtain a 1st le el of the label Co itted to SER .1. Set up an SER approach for IC and its subsidiaries Inte rate the QSE concept Identify sta eholders and ocus) ith OR accordin to ISO and disse inate it . . Consider a sectoral SER approach to be led by IC for alise the approach onitor the SER sectoral approach eli er a SER sectoral standard for rail ays
Objectif n° 3 : Set-up an Integrated Management System (IMS) focused on the global performance of UIC and subsidiaries Actions Short term (2020 – 2021) Medium term (2020 – 2022) Long term (2020 – 2025)
Inte rate all the IC uality approaches (Quali’OP, SER, ISO etc.) Inte rate ris s ana e ent Set up approach Obtain certifications ISO 1, ISO 1 , O S S 1 1 into one sin le syste of continuous i pro e ent (I S), as a and perfor ance dri in Infor sta eholders ISO 1 for the I S and use it as a le er for i ple entin tool for dri in the lobal perfor ance of IC and subsidiaries concepts into Q S I ple ent approach a sustainable perfor ance ana e ent
OUR FOCUS FOR 2020-2022:
f financial and project Reporting to be implemented – Q2 2020; f audit of support depart- ments completed by end of Q2 2020, with a target of new organisation by end of 2021; f consolidation of procedures by the end of 2020.
65 ONGOING SKILLS DEVELOPMENT the expected level in order to meet the OUR FOCUS UIC’s targets approved by the GA; FOR 2020-2022: As part of the quality approach, annual f provide awareness training for managers personal assessment interviews will be in- f boiler plate for seconded for adopting a position during work-re- troduced in order to: expert – Q4 of 2020; lated interviews. f establish greater dialogue between f personal assessment managers and personnel; Actions will be undertaken to enhance the implemented in 2021. contribution of staff on secondment to UIC f provide a mutual clarification of the mis- from members to gain more value from sions and targets to be attained; these secondments. Currently, the attitudes f choose monitoring indicators; towards a post at the UIC vary among the f perform an annual assessment. networks. The aim of this project will be to share the idea that a successful time spent This project will be led by the HR at the UIC can have a positive impact on Department and notification and con- career prospects. sultation will take place with the CSE (Social and Economic Committee). The aim To this end, an HR Department network will is to kick off the first interviews at the end be set up to discuss making the second- of 2020 to fix personal targets for 2021. ment status more visible and more wide- Appropriate training will be provided for spread, including finding a legal solution so staff by: that the international period of secondment f dividing the strategic priorities into can be extended beyond two years to be training topics to bring personnel up to more in line with the needs of the UIC. © UIC
66 Efficient, transparent management for the benefit of our members
PROVIDE THE REGIONS WITH A VEHICLE FOR PROJECT DEVELOPMENT The existence of the regions is justified by: f classification and organisation of UIC members that differ from one region to the next: e.g. the concepts of separation of activities or meth- ods of funding are not the same in Asia-Pacific as in Europe; f the need to respond to the statu- tory representativity of members: considering only the financial con- tribution by region for establishing © Adobe Stock the UIC’s work programme would not be sufficient to ensure the reach railway needs, but not the first in terms This calls for organisation, transparency and representativity of the UIC on an of activity within the association: 35% of and rigorous planning ahead of the de- international level. world lines, 83% of passenger-km trans- cision-making and management of the ported, 61% of rail freight… But only 20% projects. The Asia-Pacific region thus Aside from technical, administrative, of members for 30% of the UIC’s oper- operates as both as a GA and in project digital interoperability, etc. prioritised ating budget. mode: by the UIC, there is a need to find shared themes for developing cooper- To tackle its ambitions compared with f it reports a budget projection and ation between sometimes very diverse its weight in UIC, the region has set monitoring, established using a members from the same region, in a cli- up two processes to establish its work cost-accounting system by project mate of increasingly fierce international programme: sub-accounts every six months, ap- proved by the GA; competition, and increasingly-intercon- f this is put into effect by the various nected industrial interests. UIC departments as well as by the f it is working on contractualising and professionalising the management And finally, to ensure the universal legit- region’s members, whose resources of its projects (planning, content, imacy of UIC itself in all its regions, the in terms of experts could overcome budget, monitoring) with the Project successful experiences of one region their lack of representation; Management Team APRA set up can be of help to other regions. f it relies on original funding, based on in 2019, in support of the Project the statutory provisions that leave UIC intends to use the example of the Leaders. the regions free to find their own Asia-Pacific region to improve the in- funding mechanisms, while remain- Target: to present a report at end 2021 volvement of the regions in the project ing within the common rules. and a proposal for general roll-out. process. Asia-Pacific is the leading UIC region in terms of performance and
67 LIST OF ABBREVIATIONS
ADB Asian Development Bank AIIB Asian Infrastructure Investment Bank ALAF Latin American Railway Association ANTT National Agency of Land Transport of the Federal Republic of Brazil APTA American Public Transportation Association ASEAN Association of Southeast Asian Nations AU African Union BIC Bureau of International Containers BSEC Black Sea Economic Cooperation CCS Control Command and Signalling CEN European Committee for Standardization CENELEC European Committee for Electrotechnical Standardization CER Community of European Railways and Infrastructure Managers CIM Uniform Rules concerning the Contract of International Carriage of Goods by Rail CIT International Rail Transport Committee COTIF Convention concerning International Carriage by Rail CRT CIS Council for Rail Transport of Community of Independent States CUV Uniform Rules concerning Contracts of Use of Vehicles in International Rail Traffic DG MOVE Directorate-General for Mobility and Transport, European Commission ECO Economic Cooperation Organization ECOSOC Economic and social council of the United Nations EEC European Economic Community EFRTC European Federation of Railway Trackworks Contractors EIA European Intermodal Association EIB European Investment Bank EIM European Rail Infrastructure Managers Association ERA European Railway Agency ERFA European Rail Freight Association ERFA European Rail Freight Association ETSI European Telecommunications Standards Institute FIATA International federation of freight forwarding agents associations FIEC European Construction Industry Federation FISAIC International Federation of Artistic and Intellectual Communities of Railwaymen FRMCS Future Railway Mobile Communication System
68 List of abbreviations
GCU General Contract of Use for Wagons IATA International Air Transport Association IEC International Electrotechnical Commission IHHA International Heavy Haul Association IRS International Railway Solution IRU International Road Transport Union ISO International Organization for Standardization ITF International Transport Forum ITU International Telecommunication Union OECD Organisation for Economic Co-operation and Development OSJD Organisation for the Collaboration between Railways OTIF Intergovernmental organisation for international carriage by rail SSZD Union of Railway Constructors (Russia) TAF-TSI Technical Specifications for Interoperability for Telematics Applications for Freight TDG Transport of Dangerous Goods TMS Traffic Management System TOBA Telecom On-Board Architecture UFTAA United Federation of Travel Agents’ Associations UIP International Union of Private Wagons Owners’ Associations UIRR International Union of Combined Rail / Road Transport UIRR International Union of Combined Rail/Road Transport UITP International Association of Public Transport UN United Nations UNCRD United Nations Centre for Regional Development UNDESA United Nations Department of Economic and Social Affairs UNECE United Nations Economic Commission for Europe UNESCAP United Nations Economic and Social Commission for Asia and the Pacific UNFCCC United Nations Framework Convention on Climate Change UNIFE Union of European Railway Industries UNILO United Nations International Labour Organisation UPU Universal Postal Union USIC International Railway Sports Association WB World Bank WCO World Customs Organization
69
L’UIC est une association professionnelle certifiée pour engagement de qualité de services par AFNOR. UIC is a professional association certified by AFNOR for its commitment to service quality.
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Reproduction of the content is only authorised with specific mention of the source (UIC) ISBN: 978-2-7461-2895-8 Copyright Deposit: March 2020, Paris