Guus de Mol joined the RNE Managing Board in 2015 and is currently RNE Vice President, with a focus on Capacity Management, including TimeTable Redesign (TTR).
He also holds the position of Head of International Logistics at ProRail and is the President of the Rail Freight Corridor Rhine-Alpine (RFC1).
RNE: Guus, which business area are you responsible for within RNE?
Guus de Mol: I am responsible for Capacity Management, including TimeTable Redesign (TTR), which makes it a very interesting field at the moment, as there is a significant development underway.
RNE: How do you see the development of RNE?
Guus de Mol: Over the past 20 years, RNE has transformed significantly. Initially, it was a small group striving to harmonise European rail systems based on directives. Implementation was challenging due to obstacles from Infrastructure Managers (IMs) and national Ministries. However, it’s now clear that the fragmented approach cannot continue.
Today, RNE is at a crossroads with the potential to become a central hub for organising international harmonised procedures, especially in capacity and traffic management.
The last decade has seen major changes in the rail industry, particularly on the Railway Undertakings (RU) side. Where once trains had to switch engines at borders, now many run with a single engine from origin to destination. Despite this, IMs basically operate with a national mindset.
The necessity for harmonised procedures has grown as the industry has evolved, a need recognised by the European Commission and driven by RU pressures. What began as a passionate effort to improve international coordination is now essential.
This shift has fundamentally changed RNE’s responsibilities and operations. Reflecting on its beginnings at Annagasse (note: the first RNE joint office premises) with just six employees, RNE has made substantial progress.
RNE: Do you envisage any challenges between your RNE responsibilities and your tasks for your national Infrastructure Manager?
Guus de Mol: I see two main points in addressing the challenges.
Firstly, I am fortunate that I do not represent my IM at RNE, which allows me to maintain a clear distinction between my roles. As an RNE board member, I can advocate for necessary implementations without having to justify my company’s actions. This separation prevents conflicts and enables me to focus on RNE’s goals without bias.
Secondly, the major challenge is overcoming the national focus of infrastructure managers and ministries. While there’s a push for international harmonisation, many still believe their solutions are the way to go forward, which hampers collective progress. The mindset needs to shift from national to international cooperation, recognising that what’s best for one isn’t always best for all. This cultural and management change is crucial for advancing initiatives like timetable redesign. Overcoming these barriers requires top-down efforts and a willingness to adapt for the greater good.
RNE: Would you like to share any anecdotes from your work with RNE?
Guus de Mol: In 2001 and 2002, I was involved in a working group with the then-new Infrastructure Manager (IM). The goal was to determine how we could meet the demands for cooperation between IMs as outlined in the EU Directive 96/440. During the final discussions, the topic of the organisation’s name was raised, with several participants proposing “RailNetEurope”. However, there was one problem: the Allocation Body in the Netherlands, Railned, my employer. For the chair, Dagmar Haase, “RailNetEurope” was not an option, as she believed it would lead to problems and misunderstandings. I was pleased to inform her that, although not formally known, Railned would become part of ProRail, and thus the name Railned would disappear, securing the name RailNetEurope.
RNE: If you could make a wish for RNE’s future – what would it be?
Guus de Mol: My wish for RNE’s future is that it be recognised as the leading authority in developing frameworks and monitoring the implementation by Infrastructure Managers (IMs). I envision RNE becoming the trusted partner for IMs, ensuring adherence to standards and fostering seamless international cooperation.
RNE: How do you see the cooperation with the Forum Train Europe (FTE)? In the Capacity Management Regulation a new entity of performance revue body is being foreseen, what do you think of this idea?
Guus de Mol: The cooperation with FTE is crucial, as they played a key role in the set-up of the TTR. However, it is challenging to represent over 100 diverse interests, including freight and passenger perspectives.
Regarding the Capacity Management Regulation, FTE’s role as a consulting body, rather than a performance review entity, is beneficial. This approach ensures that the customers’ voices are heard, which is essential. However, we must also be realistic about what can be achieved.
We have already discussed TTR extensively, and as we move towards implementation, we should avoid making too many changes that were not agreed upon during the design phase. Instead, we should focus on smaller adaptations that do not lead to significant structural changes.
From my experience with the Rail Freight Corridors, I have observed that the concept of “low-hanging fruit” is often misunderstood. People tend to identify easy opportunities in others’ areas while overlooking their own. Our goal should be swift implementation, avoiding unnecessary additions and focusing on essential needs.