Harald Reisinger is the Chief Information Officer (CIO) and Chief Financial Officer (CFO) of RNE.
As CIO, he oversees the operation, implementation, and roll-out of RNE’s digital services and plays a key role in developing a unified European IT strategy for Railway Infrastructure Managers (IMs), supporting the TAF and TAP TSI initiatives.
As CFO, he manages RNE’s finances and coordinates CEF and TEN-T funding projects for RNE and other railway sector companies.

RNE: Which business area are you responsible for?

Harald Reisinger: I am responsible for IT, funding and financing within RNE.

Since joining RNE in 2007, I have also served as the Deputy of the Secretary General. My journey started earlier, in 2004, when I was responsible for the IT strategy within RNE and International Union for Railways (UIC).

Additionally, I coordinate several Connecting Europe Facility (CEF) funded digital projects for our members that support the implementation of Telematics Applications for Freight Service TSI (Technical Specification for Interoperability) and Regulations. Furthermore, I lead the digital subgroup in the Platform of Rail Infrastructure Managers in Europe (PRIME).

RNE: How do you see the development of RNE?

Harald Reisinger:

We can truly talk about a success story here.

RNE began with only 6 employees in a small office in Vienna. Initially, our focus was primarily on supporting the annual timetable with the Path Coordination System (PCS) and facilitating cooperation among IMs on a voluntary, non-binding basis.

Beyond Capacity Management, we soon built-up expertise in IT and later also in train operations. As CIO, my main task was to expand IT competences and foster cooperation in the rail sector. The acquisition of the Train Information System (TIS) significantly expanded our service portfolio and established our reputation in the sector through the successful rollout. Subsequently, we later took over and further developed various telematics applications. In particular, the successful adoption and associated rollout of the following applications completed our comprehensive system landscape:

• Telematics Common Components System (CCS) (Common Interface (CI) and Central Reference Files Database (CRD),
• Customer Information Platform (CIP), and
• Rail Facilities Portal (RFP).

These major changes required continuous change management. Our team had to grow with the tasks, and we found ourselves in need for adequate funding. After initial challenges, we explored additional financing options beyond membership fees. In recent years, the European Commission has supported us financially through the Innovation and Networks Executive Agency (INEA) and later through the CEF, enabling our growth. This support was due to the close alignment of many of RNE’s objectives with the Commission’s goals for European rail transport.

Pooling the European digital competences for the IMs at RNE was achieved thanks to a long-term vision and a strategy based on it. Our IT strategy, developed in collaborations with the IMs, has been integral to RNE’s overall strategy and is regularly discussed in the various business and IT groups and adopted at the GA. My involvement in PRIME has led to the confirmation of the RNE IT Strategy as the European IT Strategy of the IMs.

RNE has excelled in many areas, but our digital expertise and systems have contributed to a large part to establish RNE as a reliable and recognised partner in Europe. This is also underlined by our Memorandums of Understanding (MoUs) with the European Union Agency for Railways (ERA), the International Union of Railways (UIC) and Europe’s Rail Joint Undertaking (ERJU), which were concluded during the last year.

Overall, RNE’s development has been highly successful, and the current focus is on implementing CR, so the change management in the RNE continues.

RNE: What is your most interesting anecdote from your work with RNE?

Harald Reisinger: Over the past decades, numerous memorable moments have marked my time with RNE, involving both employees and members. One recent example is our move to the new office:

Relocating a company with 60 workstations and several meeting rooms is always a major challenge. However, discovering half of the office flooded a day before we were scheduled to be fully operational in the new building did not provide a positive outlook. Building technicians were installing the last lights, but unfortunately, they also drilled into the fire protection water pipe, causing the flood. Adding to the concerns were cables still laying around, waiting to be laid, and the Internet not yet working.

Despite these setbacks, teamwork made the dream work, and we were able to move on schedule. This experience once again proved how well we at RNE work together to achieve the unimaginable.

RNE: If you could make a wish for RNE’s future – what would it be?

Harald Reisinger: As companies grow, changes are inevitable. This is especially true given RNE’s rapid expansion in recent years. This growth brings many new opportunities and possibilities.

However, it is crucial to retain the strengths that have made RNE so successful: Remaining unbureaucratic, flexible, and solution-orientated with a strong focus on our members and partners.

Our commitment is to our members and partners, and only together can we continue to succeed.