Compared to other modes of transport, particularly road and aviation, rail is lagging behind in customer-orientated developments. This trend needs to be reversed.
Today, the barriers and discriminatory practices faced by all new entrants (public and private) across Europe prevent much-needed dynamism, innovation and creativity in the rail sector.
The barriers also undermine the wider interest of boosting growth and jobs across Europe.
ERFA’s objective is to bring about reliable and attractive market conditions and reforms for all new entrants via EU legislation whilst preventing EU legislation creating disadvantages for the rail sector.
ERFA will achieve this by creating a close and constructive relationship with all relevant EU institutions and other stakeholders whilst raising the awareness of the particular challenges of new entrants in the current railway market.
We contribute to the technical and administrative development of railways.
ERFA’s objective is to ensure suitable and affordable technical conditions whilst preventing EU legislation which may lead to discrimination of new entrants.
ERFA will achieve this by actively contributing to relevant initiatives of the European Commission and of ERA via its status as a recognised body of ERA (including its seat in the Board), whilst raising the awareness of the particular challenges and burdens of new entrants in the current railway market.
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.