Elisabeth Hochhold holds the position of RNE’s Head of Legal Matters, Sales, and Human Resources.

She joined RNE in 2018, bringing extensive international experience gained during her tenure at the European Commission as Policy Officer in the Single European Rail Area Unit of DG MOVE.

RNE: Elisabeth, Which business areas are you responsible for?

Elisabeth Hochhold: Within the RNE Joint office, I have the privilege of heading the department for Legal Affairs, HR and Sales. Unlike other departments at the JO, which focus on a specific area of expertise, my portfolio is a combination of very diverse horizontal services and divisions. The broad variety of topics makes my position challenging, yet at the same time particularly interesting.

My job entails day-to-day contact with all business areas and a broad range of employees on the one hand and our Members and stakeholders on the other hand, which I greatly enjoy.

A wonderful team of motivated colleagues supports me in this endeavour.

RNE: Having worked for the European Commission in the past, how do you see the difference between working there and working for RNE?

Elisabeth Hochhold: There are many parallels, but also significant differences, between working at RNE and the European Commission (EC). Let me reflect on three aspects:

Both organisations strive for stronger European integration. This means that you encounter similar challenges when trying to find common ground among more than 25 Members – whether they are Member States or Infrastructure Managers (IMs) or Allocation Bodies (ABs). A good sense of diplomacy and negotiation skills are thus required both at the EC and within RNE to find compromise among a multitude of different viewpoints.

Another point of similarity: enforcing common EU rules and common rules adopted at the level of RNE is a recurrent issue. Unlike RNE, the EU Commission has established procedures and tools for enforcement. Yet, the draft capacity regulation puts emphasis on compliance with harmonised processes developed by the sector, which may be a game changer.

The European Commission is a huge organisation with hierarchical and partly rather bureaucratic structures and processes; sometimes, it can be challenging to identify the right person you may need to talk to on a specific topic or to figure out which process to apply. When I joined RNE in 2018, with around 30 employees at the time, I appreciated the leaner structure where you can find everyone on one same floor, quickly know the entire team and easily approach management. These days, with the RNE joint office counting over 70 people, we strive to maintain the close cooperation across departments and exchange of information, which becomes increasingly challenging with the growing number of employees.

Finally, in both organisations, I have enjoyed being surrounded by colleagues from many different countries and backgrounds, who share the enthusiasm of working together towards a common European vision, offering an inspiring and very motivating working environment.

RNE: Do you see any synergies from your former experiences at DG MOVE and your tasks at RNE?

Elisabeth Hochhold: By definition, the objectives of RNE and DG MOVE are similar for rail – developing and implementing measures that bring us closer to a single European rail area. Thus, cooperation between the two organisations seems natural.

Back at the Commission, I already recognised the potential for RNE to contribute to the implementation of several objectives outlined in EU rail legislation. Since joining RNE, I have greatly appreciated how the approach of joining efforts to ensure a more harmonised way of working across border in the rail sector has been further intensified.

Obviously, each organisation has its own remits, rules and limitations to respect in this endeavour. Yet, I am convinced that the constructive dialogue and cooperation between RNE and the European Commission established in recent years are an excellent basis for the further development and successful implementation of common European rules and processes to the benefit of the entire rail sector, as foreseen in the draft Capacity Regulation.

RNE: Where do you see the biggest challenges in implementing the Capacity Regulation

Elisabeth Hochhold: For RNE, the Capacity Regulation entails a game change. So far, many of the activities performed under the umbrella of RNE were not specifically regulated. Following the adoption of the Capacity Regulation, they will be based on detailed legal requirements and timelines. If common rules are not applied, justifications will need to be transparently communicated. Stakeholder involvement, which we already do for many of our projects, will need to be brought to a next level and follow streamlined processes. Regulators may take an increased interest in our work. Resources will be required to perform all the new tasks, and funding will need to be secured.

Managing this transition within RNE as well as RNE’s Members will be a major challenge. Recognising this, RNE started early preparations for the changes to come. I am convinced that the coordination and cooperation structures built over the last two decades under the current organisational set up as well as the work already done and ongoing, constitute an excellent basis to successfully manage this transition.

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

Elisabeth Hochhold: May RNE continue to evolve into an organisation that is appreciated by IMs for encouraging and supporting them in coordinating their activities, and recognised by stakeholders for being receptive to their views and needs, where we work together in a constructive way towards jointly improving the rail market.