ERFA fully supports a competitive and innovative single European railway market offering attractive, fair and transparent market conditions for all railway companies.
ERFA subscribes to the EU’s White Paper goal of achieving sustainable transport, moving more freight and passengers off the roads and onto rail. We work to ensure that rail stays a priority for the European sustainable transport agenda and that the right EU regulatory approach is taken to foster growth in rail.
The 4th Railway Package is one of the key political priorities for the members of ERFA, but not the only one. In fact, new entrants are committed to make rail freight corridors and TEN-T networks a success by seizing the opportunities they create and by feeding back experience and ideas for improvement to all.
Likewise, ERFA is supporting ERTMS (European Rail Traffic Management System) to make rail transport safer and more competitive by deploying ERTMS-fitted rolling stock wherever it is sustainable.
Last, but not least, ERFA has a strong interest in minimizing climate change and its members contribute to the reduction of environmental effects by delivering highly attractive customer services, thereby creating a strong pull effect of its customers to opt for rail transportation.
ERFA presents at the annual meeting of European rail regulators plenary on the needs of rail customers.
A competitive environment is key to fostering the right conditions to meet customer needs.
Healthy competition does not exist in most Member States. Dominant position of state incumbents undermines customer choice, quality, cost and innovation of services.
Infrastructure managers have limited incentives to create the right conditions to ensure competitive services, which in turn feeds bad quality and high prices.
Rail regulators should use their role in the market to foster a competitive environment, root out basic competition problems and support the end goal of modal shift.
Infrastructure Managers must strengthen their support for international services.
Rail freight companies set out their priorities following the Rastatt disaster:
- Infrastructure managers must take responsibility for developing one standard infrastructure if rail is to be competitive with road.
- Rail companies who have to adapt to different operational rules, signalling systems, language requirements, train parameters can never deliver a competitive offer.
- Full liability for the financial damages caused by Rastatt must also be settled by DB Netz in the short term. The lost customer confidence in rail as a reliable partner in the supply chain must be regained.