DOCSLIB.ORG

Urban Mobility Systems: Regulation Across Modes - the View of an Operator

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

Urban Mobility Systems: Regulation Across Modes - the View of an Operator 1st European Intermodal Transport Regulation Forum Deutsche Bahn AG Dr. Markus Ksoll Head of Associations and Länder Policy Florence, 07 December 2012 Key Hypotheses Public transport regulation is characterized by mode-specific approaches – market regimes differ according to economic and political conditions Among benchmarks with positive track records are “open access” in long-distance passenger rail transport and “competition for the market” in regional/ urban passenger rail transport Transport operators are fit to provide embracing mobility solutions across modes - public authorities should set reliable frameworks for entrepreneurial and customer-oriented behavior, rather than hamper or fulfill entrepreneurial activities themselves Finance levels and instruments for infrastructure investment are key success factors for public transport, demand-driven prioritization and investment incentives should be safeguarded 2 Agenda DB at a glance Intramodal finance and regulation Entrepreneurial solutions across modes 3 DB comprises three divisions and nine business units Passenger transport: Infrastructure: Transport and logistics: Domestic and European-wide Efficient and future-oriented rail Intelligent logistics services mobility services infrastructure in Germany via land, air and the sea DB Bahn Long Distance DB Netze Track DB Schenker Rail Long-distance rail passenger Rail network European rail freight transport transport1 DB Bahn Regional DB Netze Stations DB Schenker Logistics Regional/urban passenger Traffic stations Global logistics services transport (Germany) DB Arriva DB Netze Energy DB Services3 Regional/urban passenger Traction current Integrated range of services transport (Europe)2 1 Within Germany as well as cross border traffic; 2 In UK with Arriva-affiliate ‘CrossCountry’ also long-distance passenger transport; 3 Business unit is assigned to the Rail Technology and Services division 4 DB has about 295,000 employees around the world, of which more than 190,000 are based in Germany Employees by region Employees by business unit 100% ~ 284,319 full time equivalent 100% ~ 284,319 full time equivalent Europe excluding G. 27% Other activities North- Germany Asia America 65% 5% DB Bahn Long Distance: 5.6% DB Services 3% DB Bahn Regional: 13.1% DB Arriva: 13.4% Remaining international locations 1% DB Netze Track: 14.5% DB Netze Stations: 1.7% DB Schenker Rail: 11.4% DB Netze Energy: 0.6% DB Schenker Logistics: 21.9% As of December 31, 2011; Total employee number as of December 2011 5 Passenger Transport DB is the second biggest provider in the European passenger transport market 2.72.7 DB Bahn Long Distance DB Bahn Regional billionbillion passengerspassengers perper yearyear inin trainstrains andand busesbuses 26,00026,000 passengerpassenger trainstrains perper dayday OnceOnce aroundaround thethe worldworld –– the the distancedistance traveledtraveled by by every every ICEICE traintrain per per monthmonth 99 DB Arriva DB Bahn Sales1 neighboringneighboring countries countries can can bebe reached reached directly directly via via DBDB As of December 31, 2011; Figures on the left side are rounded and exclude Arriva; 1 DB Bahn Sales is a service center within the passenger transport division 6 Current trends: Long-distance passenger and regional rail transport post gains – bus transport declines due to structural reasons Long-distance rail transport Regional/ urban rail transport Bus transport in millions of pkm in millions of pkm1 in millions of pkm1,2 Declining number of school children in Germany! +4.9% +4.0% -7.0% 1 H 1 H 1 H 1 H 1 H 1 H 2012 2012 20122012 1 Figures excluding Arriva 2 Excluding Pan Bus for 2011 due to merger with Arriva 7 Agenda DB at a glance Intramodal finance and regulation Entrepreneurial solutions across modes 8 Public institutions fulfill several distinct roles in the transport market RoleRole ofof publicpublic institutionsinstitutions Examples in railways Legislator Establishment of access regime, regulatory bodies, definition of their functions and competencies (EU, Federal Gov’nt) Unbundling-requirements (EU, Federal Gov’nt) Definition of passenger rights (EU, Federal Gov’nt) Definition of fiscal framework (Federal and Länder Gov’nt) Financier Financing of railway infrastructure investment (Federal gov’nt) Financing of transport contract payments (Federal and Länder Gov’nt) PP contract partner Ordering of public transport (Regional transport authorities) Determination of infrastructure investment (Federal and Länder Gov’nt) Regulator Check of access conditions and charges (BNetzA) Technical regulation and licencing (EBA/ ERA) Owner Owner of transport operators (Federal state, municipalities) 9 Market regimes and regulation and differ across modes Market regimes in Germany: Overview Business segment Financing Governance and regulation Operations and maintenance Rail infrastructure purely commercial, public-private Access- and price-regulation co-finance of investment Long distance passenger Competition in the market (open Purely commercial rail transport access) Regional and urban Commercial revenues Competition for the market (service passenger rail transport and public franchise fees contracts) Various regimes, dominant feature Regional and urban bus/ Commercial revenues in urban transport: Inhouse metro/ light rail and several public finance flows operator of municipality Competition in the market (open Long distance bus Purely commercial access, as of 2013) 10 Agenda Intramodal finance and regulation Focus: Rail infrastructure Focus: Regional/ urban passenger rail Focus: Urban bus/ metro/ light rail Focus: Long distance bus 11 Infrastructure capacity is a key factor for quality and growth - major investment requirements in and between urban agglomerations Examples: Delays and congestion on the infrastructure Metropolitan area Rail: Delays1 Road: Traffic jams2 . 2/3 of delays have . Average citizen their origin in urban endures 60 hours of agglomerations traffic jam p.a. 1 Delays caused by „Zugfolge“ in passenger and freight transport (LeiDis 2007) 2 Forecast for 10.-12.08.08, source: ADAC 12 Infrastructure financing rests on public and private contributions Rail infrastructure financing in Germany Schematic diagramm Federal funds Bund determines and Investment: Replacement: approx. finances investment Bund Replacement and 2.5 Bill. € subject to with public budget Newbuilt/ multiannual contract contributions Upgrading LuFV 1) Newbuilt/ Upgrading: approx. 1,1-1,4 Bill. € Maintenance subject to individual DB finances contracts following operations/ DB Bundesverkehrs- mainenance with own wegeplanung funds1), and contributes Operations to investment Source of funds Use of funds 1) Based on user charges 2) „Leistungs- und Finanzierungsvereinbarung“ 13 Next to other tasks, the regulatory framework in network industries needs to facilitate investment Regulatory tasks Safeguard non-discriminatory access Avoid monopolistic pricing and excessive rents Incentivize cost efficiency and investment Stronger focus recommended 14 Agenda Intramodal finance and regulation Focus: Rail infrastructure Focus: Regional/ urban passenger rail Focus: Urban bus/ metro/ light rail Focus: Long distance bus 15 Regional passenger rail transport is subject to competition for service contracts and concession fees Regional passenger rail revenues Regionalization funds1) (bill. €) CAGR +1.5% 7299 6980 7085 7191 6675 6775 6877 Fare Contract Revenues Fees 2008 2009 2010 2011 2012 2013 2014 The federal government provides Regionalization funds in the general interest, it’s the Laender’s responsibility to spend them on regional transport services The Laender pay fees subject to service contracts concluded with a railway company 1) Source: Regionalization Act of December 2007 – The railways compete “for the contract“ subject to annual federal budget legislation 16 Transport volume in regional passenger rail has increased considerably since rail reform of 1994 Transport volume: Regional passenger rail (in bill, pkm) 49,4 47,0 47,4 48,0 44,2 44,9 7,0 41,2 5,4 6,3 6,5 39,6 40,1 3,9 4,2 . Steady growth of 38,2 2,3 1,5 1,7 2,2 transport volume since 1994 28,3 0,6 . Ongoing increase of non-incumbent market 40,3 40,7 41,6 41,1 41,5 42,4 36,7 37,9 37,9 38,9 share 27,7 14,3 . DB keeping transport 13,2 13,6 volume above histirocal/ 3,9 4,3 5,5 5,7 11,4 2,2 8,9 9,5 pre-liberalisation levels 1994 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Market share non-incumbentNon-incumbent DB Source: Statistisches Bundesamt, DB AG 17 Competitors operating regional and urban passenger trains increase market share up to 24 percent Ordered local passenger rail services (Mio. train kilometers) . Market share of DB‘s competitors measured 619 628 634 637 633 629 629 634 642 in train kilometers grew 75 83 61 97 103 116 502 128 137 155 by 12% in 2011 12 . Market share of the competitors operating regional passenger trains increases up to 558 553 551 540 530 24% 490 513 501 497 488 . Total market volume increased since 1994 20.3% 21.6% 24.1% 2.4% 16.2% 18.4% around 28% above 640 13,1% 15.2% 9.9% 11,9% million train kilometers 1994 2003 2004 2005 2006 2007 2008 2009 2010 2011 Deutsche Bahn competitors competitor‘s market share Source: DB 18 Foreign transport undertakings have a strong presence in the German rail passenger market (as at: 2010 timetable) Successful tenders Source: Federal Office for Freight Traffic –regional rail traffic, cartographic presentation:
Recommended publications
  • Schwerbehinderten-Mitteilungen Engagement Für Menschen Mit Handicap Bei Der Deutschen Bahn AG

    Schwerbehinderten-Mitteilungen Engagement Für Menschen Mit Handicap Bei Der Deutschen Bahn AG

    Schwerbehinderten-Mitteilungen Engagement für Menschen mit Handicap bei der Deutschen Bahn AG Ausgabe 2, März 2020 Kostenlose Bahnfahrten für aktive Soldaten KSVP DB AG Soldaten in Uniform können seit dem 01. Januar 2020 alle Züge des Regional- und Fernverkehrs kostenfrei nutzen n Seit dem 01. Januar 2020 können aktive Soldaten in Uniform alle Züge der Deutschen Bahn AG im Fern- und Regionalverkehr für dienstliche und private Fahrten kostenfrei nutzen. Steffen Pietsch, Konzernschwerbehinderten- vertrauensperson der Deutschen Bahn AG, erläutert hierzu seinen Standpunkt. Schwerbehinderten-Mitteilungen, Ausgabe 2/2020 1 Fortsetzung auf Seite 4 Aus dem Inhalt IMPRESSUM Mitarbeiter mit Behinderung im Wegbereiter und Wegbegleiter Herausgeber aktiven und erweiterten der Bahn Konzernschwerbehindertenvertretung Personalbestand 3 KSVP DB AG Arbeitsfrühstück beim BEV Deutsche Bahn AG am 23.01.2020 in Bonn 8 Kostenlose Bahnfahrten Verantwortlich für den Inhalt für aktive Soldaten Steffen Pietsch, KSVP DB AG, KSVP DB AG Schwerbehindertenvertreter der Potsdamer Platz 2, 10785 Berlin Soldaten in Uniform können alle DB AG Holding tagen in Erfurt Züge des Regional- und Fern- GSVP DB AG Holding [email protected] verkehrs kostenfrei nutzen 4 4. ordentl. SVP-Tagung am 04. Februar 2020 9 Gesamtredaktion, Layout, Vertrieb – verantwortlich – Geschichte der Freifahrt 5 Gesamtinklusionsverein- Joachim Hellmeister, barung unterzeichnet Wissenschaftlicher Mitarbeiter GSVP DB Fernverkehr AG Es geht auch ohne Bestehende Gesetze, Prozesse der KSVP DB
  • The Climate Impacts of High-Speed Rail and Air Transportation: a Global Comparative Analysis

    The Climate Impacts of High-Speed Rail and Air Transportation: a Global Comparative Analysis

    The Climate Impacts of High-Speed Rail and Air Transportation: A Global Comparative Analysis by Regina Ruby Lee Clewlow B.S. Computer Science, Cornell University (2001) M.Eng. Civil and Environmental Engineering, Cornell University (2002) Submitted to the Engineering Systems Division in partial fulfillment of the requirements for the degree of Doctor of Philosophy at the MASSACHUSETTS INSTITUTE OF TECHNOLOGY September 2012 © Regina R. L. Clewlow All rights reserved The author hereby grants to MIT permission to reproduce and to distribute publicly paper and electronic copies of this thesis document in whole or in part in any medium now known or hereafter created. Signature of Author ............................................................................................................................ Engineering Systems Division August 17, 2012 Certified by ........................................................................................................................................ Joseph M. Sussman JR East Professor of Civil and Environmental Engineering and Engineering Systems Thesis Supervisor Certified by ........................................................................................................................................ Hamsa Balakrishnan Assistant Professor of Aeronautics and Astronautics and Engineering Systems Certified by ........................................................................................................................................ Mort D. Webster Assistant Professor of
  • The Connected Train

    The Connected Train

    ascent Thought leadership from Atos white paper The Connected Train Your business technologists. Powering progress All around the world Atos is bringing connectivity to places where it has never been envisaged, delivering benefit to both business and user. We make sure that people have access to the right information no matter what their activity or context. Global rail is a major research area led by our experience in the UK where we have significant heritage and ‘on the ground’ vision. With travelers, operators and nation states demanding high bandwidth to improve passenger experience and drive business efficiencies we are defining a new economic and technical model that gives passengers free WiFi without the rail industry carrying operational cost. Furthermore we are focused on the true business benefit to all parties in the rail industry; revenue and margin drivers are at the core of our proposition. This paper outlines a blueprint for this service called The Connected Train. We examine the nature of the proposition by posing and answering a number of questions. Published in April 2014 © Atos, 2014, all rights reserved. The contents of this white paper is owned by Atos. You may not use or reproduce it in any type of media, unless you have been granted prior written consent thereto by a competent person authorized to represent Atos for such purpose. 2 Ascent / The Connected Train The Connected Train Contents 04 11 What is The Connected Train? How much bandwidth does a passenger need? 05 What is the value chain? 12 How much bandwidth
  • David Kerr, DB Schenker Rail

    David Kerr, DB Schenker Rail

    UIC/FIATA 3 rd Market Place Seminar The railway connection - what are the potential markets for railways ? Barcelona, Spain David Kerr 3rd November 2010 Today’s key points DB Schenker Rail The Railway Network Developing markets for rail 2 Deutsche Bahn A.G. is based on three strong pillars 1) DB Bahn DB Schenker DB Netze Long Distance Rail Track No. 2 Public transport Rev. (EUR m) 3,565 Rev. (EUR m) 4,055 Rev. (EUR m) 4,369 in Europe EBIT (EUR m) 141 EBIT (EUR m) -189 EBIT (EUR m) 558 Employees (,000) 15 Employees (,000) 34 Employees (,000) 40 No. 2 Passenger rail transport in Europe No. 1 European rail freight DB Bahn DB Schenker DB Netze transport Regional Logistics Stations No. 1 European land transport Rev. (EUR m) 6,856 Rev. (EUR m) 11,292 Rev. (EUR m) 1,025 No. 1 Biggest rail network EBIT (EUR m) 870 EBIT (EUR m) 199 EBIT (EUR m) 217 in Europe Employees (,000) 25 Employees (,000) 57 Employees (,000) 5 DB Bahn DB Netze DB Services Rev. (EUR bn) 29.3 StadtverkehrUrban Energy EBIT (EUR bn) 1,685 Rev. (EUR m) 1,985 Rev. (EUR m) 1,237 Rev. (EUR m) 2,308 EBIT (EUR m) 100 EBIT (EUR m) 125 EBIT (EUR m) 103 Employees (‚000.) 239 Employees (,000) 13 Employees (,000) 24 Employees (,000) 2 As of 31.12.2009, revenue as total revenue, 1 Difference between the sum of the business units and DB Group result from other activities/consolidation DB ML AG, Communication Transportation and Logistics (GKL) 3 DB Schenker Rail has consistently expanded its rail freight network along the main corridors DB Schenker’s rail freight network Acquisitions NL
  • ANNUAL REPORT 2020 2020 RESULTS at a GLANCE 16.1 ORDER BACKLOG in CHF BILLION NET REVENUE Previous Year: 15.0 in Thousands of CHF

    ANNUAL REPORT 2020 2020 RESULTS at a GLANCE 16.1 ORDER BACKLOG in CHF BILLION NET REVENUE Previous Year: 15.0 in Thousands of CHF

    ANNUAL REPORT 2020 2020 RESULTS AT A GLANCE 16.1 ORDER BACKLOG IN CHF BILLION NET REVENUE Previous year: 15.0 in thousands of CHF 3,500,000 2,800,000 2,100,000 3,200,785 3,084,948 34,912 REGISTERED SHAREHOLDERS AS AT 31.12.2020 1,400,000 Previous year: 30 419 2,000,806 700,000 0 2018 2019 2020 NET REVENUE BY GEOGRAPHICAL MARKET in thousands of CHF Germany, Austria, Switzerland: 1,502,759 4.33 Western Europe: 963,548 ORDER INTAKE Eastern Europe: 457,488 IN CHF BILLION CIS: 68,207 Previous year: 5.12 America: 83,909 Rest of the world 9,037 % 12,303 5.1 EBIT MARGIN EMPLOYEES WORLDWIDE Previous year: 6.1% (average FTE 1.1. – 31.12.2020) Previous year: 10 918 156.1 EBIT IN CHF MILLION Previous year: 193.7 STADLER – THE SYSTEM PROVIDER OF SOLUTIONS IN RAIL VEHICLE CONSTRUCTION WITH HEADQUARTERS IN BUSSNANG, SWITZERLAND. Stadler Annual Report 2020 3 SUSTAINABLE MOBILITY – 16.1 ORDER BACKLOG TRAIN AFTER TRAIN IN CHF BILLION Previous year: 15.0 Stadler has been building rail vehicles for over 75 years. The company operates in two reporting segments: the “Rolling Stock” segment focuses on the development, design and production of high-speed, intercity and re gional trains, locomotives, metros, light rail vehicles and passenger coaches. With innovative signalling solutions Stadler supports the interplay be tween vehicles and infrastructure. Our software engineers in Wallisellen develop Stadler’s own solutions in the areas of ETCS, CBTC and ATO. The “Service & Components” segment offers customers a variety of services, ranging from the supply of individual spare parts, vehicle repairs, mod erni- sation and overhauls to complete full-service packages.
  • Regulamin Przewozu Arriva Rp Sp. Z O.O

    Regulamin Przewozu Arriva Rp Sp. Z O.O

    REGULAMIN PRZEWOZU ARRIVA RP SP. Z O.O. (RAR) Tekst jednolity (ze zm. 1-5), obowiązujący od dnia 07.08.2019 r. OBOWIĄZUJE OD 01.11.2014 R. PODSTAWA PRAWNA Uchwała nr 8/2014 Zarządu Spółki Arriva RP z dnia 20 października 2014 r. 2 ZMIANY Zmiana wynika z Uchwały Zmiana Data Osoba L.p. Zarządu Arriva RP Sp. z o.o. obowiązuje wniesienia nanosząca od dnia zmiany zmianę Data Numer Joanna 1. 24.11.2014 r. 9/2014 01.12.2014 r. 24.11.2014 r. Parzniewska Joanna 2. 25.03.2015 r. 3/2015 01.04.2015 r. 27.03.2015 r. Parzniewska Joanna 3. 01.09.2015 r. 01/09/2015 07.09.2015 r. 01.09.2015 r. Parzniewska Joanna 4. 20.05.2016 r. 01/05/2016 23.05.2016 r. 20.05.2016 r. Parzniewska Agnieszka 5. 07.08.2019 r. 1/2019 07.08.2019 r. 01.08.2019 r. Majewska UWAGA: Przy wprowadzaniu zmiany w tekście należy wskazać liczbę porządkową tej zmiany. 3 Spis treści ROZDZIAŁ 1 POSTANOWIENIA OGÓLNE ...................................................................................................... 5 § 1. ZAKRES STOSOWANIA REGULAMINU ................................................................................................................ 5 § 2. OBJAŚNIENIA OKREŚLEŃ I SKRÓTÓW ................................................................................................................ 6 § 3. OGŁASZANIE, NABYWANIE I UDOSTĘPNIANIE REGULAMINU ................................................................................ 11 § 4. PRZEPISY PORZĄDKOWE .............................................................................................................................
  • Competition Figures

    Competition Figures

    2017 Competition figures Publishing details Deutsche Bahn AG Economic, Political & Regulatory Affairs Potsdamer Platz 2 10785 Berlin No liability for errors or omissions Last modified: May 2018 www.deutschebahn.com/en/group/ competition year's level. For DB's rail network, the result of these trends was a slight 0.5% increase in operating performance. The numerous competitors, who are now well established in the market, once again accounted for a considerable share of this. Forecasts anticipate a further increase in traffic over the coming years. To accommodate this growth while making a substantial contribution to saving the environment and protecting the climate, DB is investing heavily in a Dear readers, modernised and digitalised rail net- work. Combined with the rail pact that The strong economic growth in 2017 we are working toward with the Federal gave transport markets in Germany and Government, this will create a positive Europe a successful year, with excellent competitive environment for the rail- performance in passenger and freight ways so that they can help tackle the sectors alike. Rail was the fastest- transport volumes of tomorrow with growing mode of passenger transport high-capacity, energy-efficient, in Germany. Rising passenger numbers high-quality services. in regional, local and long distance transport led to substantial growth in Sincerely, transport volume. In the freight mar- ket, meanwhile, only road haulage was able to capitalise on rising demand. Among rail freight companies, the volume sold remained at the
  • Eighth Annual Market Monitoring Working Document March 2020

    Eighth Annual Market Monitoring Working Document March 2020

    Eighth Annual Market Monitoring Working Document March 2020 List of contents List of country abbreviations and regulatory bodies .................................................. 6 List of figures ............................................................................................................ 7 1. Introduction .............................................................................................. 9 2. Network characteristics of the railway market ........................................ 11 2.1. Total route length ..................................................................................................... 12 2.2. Electrified route length ............................................................................................. 12 2.3. High-speed route length ........................................................................................... 13 2.4. Main infrastructure manager’s share of route length .............................................. 14 2.5. Network usage intensity ........................................................................................... 15 3. Track access charges paid by railway undertakings for the Minimum Access Package .................................................................................................. 17 4. Railway undertakings and global rail traffic ............................................. 23 4.1. Railway undertakings ................................................................................................ 24 4.2. Total rail traffic .........................................................................................................
  • DB Schenker - the Transportation and Logistics Division of Deutsche Bahn

    DB Schenker - the Transportation and Logistics Division of Deutsche Bahn

    DB Schenker - The Transportation and Logistics Division of Deutsche Bahn DB Mobility Logistics AG Transportation and Logistics Dirk Scheers, director sales & key accounts Agenda1 Transportation and Logistics division DB Schenker Logistics DB Schenker Rail 2020 Strategy NGe S Next Generati on E services DB Schenker Belgium Overview of revenues, EBIT and employees of DB and its business units 2014 Revenues 2014 (m € ) EBIT 2014 (m €) Employees 2014 [fte2] DB Bahn Long Distance 4,034 212 16,461 DB Bahn Regional 8,831 843 36,605 DB Arriva 4,,9491 265 45,712 DB Schenker Rail 4,863 46 30,842 DB Schenker Logistics 14,943 332 64,810 DB Netze Track 4,951 562 43,382 DB Netze Stations 1,172 240 4,867 DB Netze Energy 2, 797 55 1, 770 DB Services 3,172 82 25,476 1 39,720 2,109 295,763 As of December 31, 2014; 1 Difference between total for divisions and DB Group due to other activities/consolidation (revenues, EBIT) and other (employees); 2 full time equivalent A rail freight company operating in Germany has become a ggplobal transportation and lo ggpgistics group Until 2001 Today National Global transportation and logistics rail freight network network Acquisitions, organic growth 19.8 EUR bn1 revenue Solutions along the whole 3.5 EUR bn revenue logistics chain Rail freight network Global network with intermodal Primarily national services services 1 As of 31.12.2014 DB Schenker Logistics offers global transport and logistics solutions – onshore, by sea and in the air DB Schenker Logistics Employees: 64, 051 Revenues (EUR): 14.9 bn EBIT (EUR): 335
  • Arriva Rail London About the Client

    Arriva Rail London About the Client

    ARRIVA RAIL LONDON ABOUT THE CLIENT Arriva Rail London operate the London Overground railway network spanning 23 London boroughs, running over 1500 services and carrying over half a million passengers a day. As part of their ongoing programme of investment to ensure the quality and reliability of their infrastructure, to improve the passenger experience and also to continue their ongoing commitment to reduce carbon and environmental impact, Arriva Rail London have recently undergone a programme of lighting replacement across their estate. (+44)(+44) 01747 01747 858100 858100 www.dextragroup.co.uk THE SOLUTION Following an intensive tender process to ensure that Arriva lensed optic the Opus range has been optimised for railway Rail London were procuring a solution that would provide best platform applications to ensure that the light is cast directly value over lifetime, Dexeco were selected to supply products where required with a minimum of wasted light, whilst the to replace lighting on open platforms and under canopy areas. broad sideways throw enables lower lumen outputs to be Detailed surveys and lighting schemes were undertaken to used minimising energy consumption even with wide column ensure that the proposed solution would provide Arriva Rail spacings. The Opus column is supplied with an adjustable London with a safe and compliant solution whilst achieving spigot suitable for base or horizontal mounting, three spigot the energy savings required. sizes and a prewired lead for rapid installation. Additional options in this range are NEMA socket, photocell and presence Three product ranges were selected from the range to fulfil the sensor allowing luminaires to be dimmed during periods of requirement.
  • Regioaktuell Für Die Nahverkehrsbranche

    Regioaktuell Für Die Nahverkehrsbranche

    Informationen RegioAktuell für die Nahverkehrsbranche Ausgabe Juni – August 2016 Grafi k: idea Kommunikation Grafi Editorial Handlungsbedarf Innerhalb weniger Jahre ist der Fernbuslinienverkehr erwachsen geworden. Er hat sich zu einem stattlichen Markt entwickelt, der stetig weiter wächst. Das bestä- Fernbus braucht für Wachstum tigt: Die Liberalisierung war aus Kundensicht ein richtiger Schritt. keine Fahrgäste aus dem SPNV Allerdings ist der Fernbus damit auch kein Newcomer mehr, dem Evaluierung: Nahverkehrsbranche setzt sich für Korrekturen im PbefG ein alle Türen off en gehalten wer- den müssten. Berlin. Nach den Bestimmungen des Abwanderung im vergangenen Jahr. Der AWE for- Personenbeförderungsgesetzes (PbefG) muss dert, den SPNV wirkungsvoller vom Fernbus ab- Der Fernbus hat das Bundesverkehrsministerium zum 1. Januar zugrenzen und dazu den Mindesthalteabstand im seinen Platz im 2017 eine Evaluierung des Fernbuslinienverkehrs Fernbusverkehr auf 100 Kilometer zu verdoppeln. Fernverkehr. In vorlegen. Auch die SPNV-Branche hat Bilanz Die Bundesarbeitsgemeinschaft der Aufgabenträger der Praxis aber gezogen und ist sich einig: Das Wachstum des im SPNV schließt sich dem an. Der Bund müsse ist auch die Tür Fernbusmarkts darf nicht weiter zulasten der „Konsequenzen ziehen“, sagt Hauptgeschäftsführer zum Nahverkehr weit geöff net, Nahverkehrssysteme gehen. Frank Zerban. Allerdings solle sich die Branche der im öff entlichen Auftrag und auch fragen, „was wir vom Fernbus lernen können.“ Interesse betrie ben wird. Für die Dass die Fernbusliberalisierung ein Erfolg war, be- Aufgabenträger und Verkehrs- streiten auch die SPNV-Branchenverbände nicht. Der AWE macht auch darauf aufmerksam, dass der unter nehmen im SPNV bedeutet Die rasant steigenden Fahrgastzahlen sprechen hier Fernbus durch die bisherige Befreiung von der Maut das erhebliche Einnahmeverlus- eine deutliche Sprache.
  • Sustainability Report 2009 Texts of the Online Report for Downloading

    Sustainability Report 2009 Texts of the Online Report for Downloading

    Sustainability Report 2009 Texts of the online report for downloading 1 Note: These are the texts of the Sustainability Report 2009, which are being made available in this file for archival purposes. The Sustainability Report was designed for an Internet presentation. Thus, for example, related links are shown only on the Internet in order to ensure that the report can be kept up-to-date over the next two years until the next report is due. Where appropriate, graphics are offered on the Internet in better quality than in this document in order to reduce the size of the file downloaded. 2 Table of Contents 1 Our company 6 1.1 Preface .................................................................................................................................... 6 1.2 Corporate Culture................................................................................................................... 7 1.2.1 Confidence..................................................................................................................................... 7 1.2.2 Values ............................................................................................................................................ 8 1.2.3 Dialog ........................................................................................................................................... 10 1.2.3.1 Stakeholder dialogs 10 1.2.3.2 Memberships 12 1.2.3.3 Environmental dialog 14 1.3 Strategy ................................................................................................................................