Officially termed the “public transport authority” under the Public Transport Act, this refers to either the “appropriate local government unit” or the “minister responsible for transport” who ensures the operation of public transport within a specific area. In rail transport, the Minister of Infrastructure oversees domestic and internationallong-distance services. For regional services, responsibility falls to the regional governors (voivodes). Additionally, the Warsaw Public Transport Authority (Zarząd Transportu Miejskiego w Warszawie) manages metropolitan services, including the Fast Urban Railway (Szybka Kolej Miejska). The Upper Silesian-Zagłębie Metropolis (Górnośląsko-Zagłębiowska Metropolia) could formally act as a metropolitan transport provider, but in practice, it delegates this role to the regional transport provider. Nevertheless, due to its crucial decision-making role in metropolitan transport, GZM is regarded as a transport provider within the Horizontal Timetable project. The primary task of the transport provider is to develop the transport system, including defining train routes and timetable assumptions, selecting train operators, and overseeing the implementation of the timetable.
In railways, operational performance refers to the distance travelled by a train, measured in train-kilometers. This is a fundamental metric used to evaluate the extent of rail operations. It should not be confused with transport performance, which encompasses additional factors such as the amount of passengers or cargo carried.
A Transport Plan is a local legal act or regulation issued by the minister responsible for transport. It defines the public transport network within a specific area where public service obligations (PSO) are planned. The plan outlines market organisation principles and standards for service delivery. As a fundamental tool, it establishes the public transport system’s framework for the area, guiding its operation and development over many years.
Revenue Passenger Kilometers (RPK) is a key metric in passenger transport, calculated as the total distance traveled by all revenue-generating passengers. This measurement can be reported for a single train or across the entire network. Transport performance can also be represented in passenger-hours, which sums the time each passenger spends traveling. This measure is particularly useful in modeling and forecasting, helping to evaluate the effectiveness of a transport system.
In the context of rail transport, a Public Service Contract is a formal agreement between a public authority and a train operator. This contract stipulates the terms under which the operator will deliver specific public transport services. The PSC outlines the scope of services to be provided, including route coverage, service frequency, and quality standards, as well as fare structures and ticketing arrangements. It also defines the obligations of the operator regarding punctuality, safety, and accessibility. The contract may include financial aspects, such as subsidies or compensation provided to the operator to cover any shortfall between operational costs and fare revenues, ensuring the viability of providing essential services that might not be commercially profitable. Additionally, the PSC typically includes performance metrics and reporting requirements to ensure accountability and continuous improvement. In essence, a Public Service Contract ensures that essential rail services are maintained and operate in the public interest, particularly on routes or services that are not sufficiently profitable to attract private operators on a purely commercial basis.
Many people are already familiar with a cyclical timetable. This system features departure and arrival times repeating at consistent minute intervals each hour, such as 10:23, 10:53, 11:23, 11:53, 12:23, and so on. This approach not only aids passengers in memorising the schedule but also simplifies timetable design by introducing consistency in operational patterns. An integrated timetable seeks to align train routes to enable convenient transfers at major junction stations.
In rail transport, Public Service Obligation refers to a formal requirement imposed by a government or relevant authority on a railway operator to provide specific services that are deemed essential for the public but may not be commercially viable. These obligations ensure that essential rail services are available to the public, including routes that might otherwise be neglected due to low profitability. PSOs typically include requirements for frequency, coverage, and affordability, aiming to guarantee access to transport for all passengers, especially in underserved or remote areas. The costs associated with fulfilling these obligations are often covered through subsidies or financial support from public funds.
Operational work is a key metric in rail services, often measured in train-kilometers or vehicle-kilometers, indicating the total extent of operational activities.
The term “Horizontal” refers to the project’s broad scope, covering various time horizons from the 2030/2031 timetable to 2039/2040, and the comprehensive nature of the analyses conducted. The Horizontal Timetable is not just a timetable; it includes traffic forecasts, capacity analyses, rolling stock requirements, economic assessments of train routes, new market organisation principles, and guidelines for infrastructure managers on maintenance, upgrades, and traffic management during track closures.
Railway networks will always require maintenance and investment work, which inevitably limits line capacity. This is true even in countries like Switzerland and the Netherlands, known for their well-established cyclical timetables. The advantage of the Horizontal Timetable is that it will provide clear guidelines for scheduling construction work to minimise disruptions for train operators and, consequently, passengers. For each track closure, priorities can be set based on essential connections, non-negotiable travel times, and the number of trains needed to serve all passengers. The Horizontal Timetable will enable these issues to be addressed, including evaluating the impact of timetable changes.
While it might seem clear that there is no need for the Ministry of Infrastructure to intervene if we treat commercial and subsidised services as separate systems, the reality is more complex. The entire transport network cannot be viewed in isolation. All train routes are part of a single, intricate transport system, with passengers using both commercial and subsidised services. Commercial trains reduce road congestion by offering efficient connections for business, family visits, and holidays.
Therefore, it is crucial to plan the entire transport system holistically, especially given the limited network capacity, particularly at railway hubs. Only the transport provider has the tools to forecast passenger flows and analyse capacity utilisation. This enables effective planning of capacity allocation to balance different service segments. Tools like the Passenger Transport Model will help identify train routes that maximise passenger flows while ensuring profitability.
Additionally, market consultations will be incorporated into the Horizontal Timetable process to ensure the development of commercially viable routes that address passenger needs. This stage aims to prevent the Horizontal Timetable from evolving into a system that, although potentially unviable commercially, relies entirely on subsidies. This approach is consistent with EU regulations on railway infrastructure capacity within the European Union’s single railway area, which require infrastructure managers to strategically plan capacity (strategy, model, plan) and consider preliminary capacity planning when evaluating train routes.
Yes, it will. Consultations with regional transport authorities are planned to create the optimal coordination between long-distance and regional traffic. It is also essential to define development plans for regional services to ensure sufficient capacity for regional train routes.
Not at this stage. The analyses focus on identifying “system” connections, which operate year-round on a basic cycle of every 2 hours (or exceptionally every 4 hours on lines with lower forecasted flows). Seasonal and night services typically involve individual trains, which should be scheduled after the daily traffic arrangements. It is not acceptable to have a single long-distance train during the summer while daily commuter trains are scheduled separately. Additionally, increasing capacity compared to the current situation may reduce the number of seasonal trains, as this demand will be accommodated by more frequent “system” trains.
Yes, it does, in two main ways:
- When determining train routes, parameters for rolling stock (such as type, series, weight, and train length) are specified, which influence the calculation of travel times
- The Horizontal Timetable globally estimates the demand for specific types of rolling stock
These considerations are crucial for:
- The Ministry of Infrastructure in organizing tenders for public service trains
- The infrastructure manager in planning capacity allocation