Development of public transport services Dr. Kerékgyártó János Head of Department Ministry of National Development, Department for Transport Services Budapest,

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1 Development of public transport services Dr. Kerékgyártó János Head of Department Ministry of National Development, Department for Transport Services Budapest, 24 April 2013

2 2 Governmental aspects of public transport Organization level Timetables Tariff and financing Government Program Új Széchenyi Plan Széll Kálmán Plan Transport policy for public transportation Legal framework Revision of Transport policy Development projects

3 3 Future plans for development of public transport – TOPICS 2. Future of organization level 5. Development plans 3. Institutional modell 4. Operational modell 1. Strategical frameworks of public transport

4 4 2. Future of organisation level 5. Development plans 3. Institutional model 4. Operational model 1. Strategic frameworks of public transport

5 5 National Transport Strategy Revision of previous transport policy document (EKFS) Short (2020), mid- (2030) and longterm (2050) approach Covers all transport modes, On basis of modelling Foundation of programming period 2014- 2020. Financed from EU funds…. Target date: 30 April 2014

6 6 2. Future of organization level 5. Development plans 3. Institutional model 4. Operational model 1. Strategic frameworks of public transport

7 7 Public funds in public transport 2005-2012.

8 8 Organization level 1. New legal frameworks, Act on passenger transportation from 1 July 2012  Complex regulation, containing all professional, financial, and competition rules  Homogen, consistent and calculable legal base 2. Market model (in compliance with Regulation 1370/2007/EC):  Rail: 10 years public service contract with direct award, from 1 January 2014  Road passenger services: public tendering of public service contracts from 1 January 2017

9 9 2. Future of organization level 5. Development plans 3. Institutional model 4. Operational model 1. Strategic frameworks of public transport

10 10 MÁV Zrt. GÉPÉSZETTRAKCIÓMÁV START Professional supervision, ownership– present situation PSC ownership GySEV Zrt. PSC Other companies MND PSC 4 private companies Local operators + ferry Ownership More than 100 local municipalities IMC 24 Volán companies MNV Zrt.

11 11 1. Full market surveillance in rail and bus passenger services (market supervision, passenger rights) 2. Restructuring of public passenger service operators, in order to increase – competitiveness, – efficiency, – service quality  In public road passenger services: preparation for regulated competition, regional fusion of smaller state owned companies  In rail passenger services: : preparation for conclusion of 10 years PSC, separation of passenger transport and infrastructure management activities (partial unbundling). Institutional level

12 12 2. Future of organization level 5. Development plans 3. Institutional model 4. Operational model 1. Strategic frameworks of public transport

13 13 Timetable - network Rail transport:  Maintenance of present network and capacity (7700 km)  Priority in long distance and suburban transport Public road passenger transport:  Functional and capacity complementation (feeder and take-away functions) to the rail transport  Determinative function in regional transport Urban-suburban transport:  Integrated transport systems  Harmonisation of timetables and networks Priority of rail transport, harmonisation of the different transport modes

14 14 Tariff system  Modern pricing system  Competitiveness  Separation of tariff systems of regional/suburban/long distance transport  Pricing system to influence modal share  Interoperability, transparency, ITS

15 15 Financing More financing chanels, unified principles Intercity transport Local transport Separaration of operational and social PSO’s At least 3 years long financial commitment planability PSC framework Midterm development opportunities Liquidity Reduction of financial costs Compensation system Social and business preferences services Infrastructure management

16 16 2. Future of organization level 5. Development plans 3. Institutional model 4. Operational model 1. Strategic frameworks of public transport

17 17 Priorities in development  Timetable based network developments  Termination of bottlenecks  Renewing of rolling stock (rail and coach)  E-ticket system  Electronic passenger information system, time- table data-bases,  Barrierfree access (accessibility)  Intermodality

18 18 Present fleet at MÁV-START Zrt Present situation  MÁV-START uses 2712 pc rail coaches  420 EMU and DMU  2292 passenger coach  Average age 33 years  MÁV-TRAKCIÓ uses 694 pc locos  35 modern electronic loco’s  659 outdated loco’s ¾ of the fleet older than 30 years’

19 19 Procurement of EMU’s form EU funds Procurement of 42 pc EMU with minimum 200 seats for suburban and urban areas from EU funds Value: 68 bn Ft Beginning of the project: 4 September 2012 End of the project: 15 October 2015 Supply contract, and the support contract already concluded

20 20 Plans for development of rail rolling stock Procurement:  Suburban EMU procurement (42 pc, 200 seats, in process)  Further suburban EMU’s with higher capacity (50 pc, 300 seats,) Own production:  IC + coaches (2 pc prototype in process, 300 pc planned)  Production of regional DMU’s Refurbishment:  Refurbishment of international coaches  Renewing of CAF coaches (70 pc)  New night coaches (5+6 pc)  Modernisation of „Halberstadt” coaches (300 pc)  Smaller renewing of suburban coaches Other:  Installation of ETCS OBU in locomotives and EMU’s

21 21 Service Development 1 Using infrastructure developments Reducing travel time Increase of capacity Extention of IC network Ősztől Veszprém -20 perc, csúcsidei sűrítések Ősztől Zalaegerszegre új InterCityk új pálya (2013) új pálya (2010) Budapest–Eger új InterCity vonatok Gyorsabb menetvonal: a menetidő 1 8 percet csökkent (két óránként, a vonatok sűrűsége nem változik) pályakorszerűsítés (2012-től) Budapest–Lajosmizse új, órás ütemes menetrend egész nap, vonatok menetideje egyik irányban 22 perccel csökken! (Eddig a csúcsiránnyal szembe közlekedő vonatok menetideje 22 perccel hosszabb volt) Budapest–Békéscsaba Kiszámítható, óránkénti közlekedés, több IC, minden órában pótjegymentes eljutás is Tatabánya–Oroszlány óránként ütemesen. (eddig csúcsidőn kívül csak kétóránként járt) Nyártól a Balaton északi partjára új menetrendszerkezet, menetidőcsökkenés új pálya ( 2008 )

22 22 Lassújelmentesítés vagy pályasebességemelés versenyképesség-növelés / szűk keresztmetszet feloldás céljából Szombathely Service Development 2 Kecskemét Szeged Miskolc Nyíregyháza Debrecen Békéscsaba Szekszárd Salgótarján Eger Pécs Kaposvár Veszprém Tatabánya Győr Zalaegerszeg Nagykanizsa Szolnok Villamosítás versenyképesség-növelés / szűk keresztmetszet feloldás céljából Székesfehérvár Budapest Kétvágányúsítás vagy kapacitásbővítés versenyképesség-növelés / szűk keresztmetszet feloldás céljából Zalaegerszeg: -30 perc Veszprém -10 perc Pécs: óránként ütemesen InterCity -15 perc Balaton déli partja: -15 perc Csökkenő zavarérzékenység Szeged -15 perc Gyula: közvetlen budapesti intercityk -10 perc Észak-Erdély, Székelyföld: Több magyarországi és romániai fejlesztés eredményeképpen több órát csökkenő menetidő Debrecen, Nyíregyháza: -30 perc Sátoraljaújhely, Sárospatak: -40 perc Közvetlen InterCity Eger: InterCity óránként, Eger- Felsőváros bekapcsolása, -5 perc Budapest előváros: növekvő pályakapacitás, zavarérzékenység- csökkentés Kaposvár: közvetlen InterCityk kétóránként -15 perc

23 23 Rolling stock of interurban bus passenger tranport  6000 pc interurban coaches,  10 years depreciation  11,5 y average age,  Technical and environmental aspects  600-800 pc new coaches are required  National and EU funds

24 24 Thank you for your attention!