GERMAN transport minister, Patrick Schnieder, released a long-awaited report on rail reform on September 22. The 34-page document authored by the Ministry of Transport sets out a 10-point plan that it says should improve the country’s rail operations.

 The 10 points include:

  • a focus on reliability and cost-effectiveness
  • concentration on German Rail’s (DB) core business with a consequent sale of shareholdings
  • three immediate programmes to provide a better travel experience for passengers
  • further unbundling of infrastructure manager DB InfraGO within the DB group
  • streamlining of the management boards and reorganisation of the supervisory boards of DB and DB InfraGO
  • the establishment of effective federal governance for both DB and DB InfraGO and,
  • digitalisation of infrastructure and rolling stock, and pilot deployments of 5G telecommunications infrastructure.

The report also sets out five binding and clearly-prioritised goals for DB. These are:

  1. noticeable reliability improvements, in particular a long-term goal of 90% on-time arrivals for long-distance trains and a continuing rate above 90% for local and regional services
  2. sustainable profitability by 2028 (the previous deadline of 2026 for DB Cargo remains in place)
  3. greater public welfare
  4. rapid implementation, and
  5. effective management

The publication of the report came at the same time as Schnieder confirmed the appointment of a new CEO for DB.

“The railway must be punctual, safe, and clean,” he said during the press conference. “DB must become faster, leaner, and more economical. We are focusing on customer orientation as we believe the railway is there for the people.”

Reaction

The report has received a muted reception from the German rail industry. In a joint statement, Mofair, which represents private operators, and the German Rail Freight Association (Die Güterbahnen), say:

“It contains no concrete transport targets and hardly any measurable figures. The framework conditions specified by federal government remain vague and the changes to management are evidently too weak to bring about a turnaround at DB.”

“We view the fact that people are one-sidedly working on passenger transport and that practically no importance is attached to rail freight as a clear indication that they are concentrating on areas perceived to be popular, without looking at rail transport as a whole.”