Generating effects in the planning and operation of railway and mobility service offers using simulation models.

Why?

Database-driven methods and simulation tools simplify the planning, development and operation of customer-oriented railway and mobility plans. The interaction of tools, data and interfaces enables SBB

• to manage the complexity of and interdependencies between demand, the timetable, network expansion and operative planning to maximise timetable stability
• to develop mobility plans, services and products on the basis of data and simulations.

How?

We establish interdisciplinary projects and points of contact to enlarge the simulation and modelling landscape with new product owners, suppliers and partners and to stimulate new development partnerships.

What? – Focus and guidance questions.

Creation of a common data basis and automated digital interfaces between the business units for planning processes. 

Development of existing modelling and simulation tools. 

Securing of integrated and collaborative design and planning processes for mobility through advances in technology and data sovereignty. 

Ascertaining the requirements of different user groups (e.g. SBB strategy, New Mobility Services, authorised carriers, shared mobility providers, municipalities/cantons, departments).

Targets for 2020.

A new interdisciplinary project to develop digital interfaces between customers and infrastructure perspectives is to be started.

A new development partnership is to be established.

Two internal pilot applications is to be made available to expand consultancy expertise and identify user requirements.

Overarching traffic management to optimise overall mobility in Switzerland.

Why?

Greater integration of public, private (individual or shared) and non-motorised transport requires overarching management and intermeshing transport regulation systems. As a mobility provider for all of Switzerland, SBB is perfectly positioned to manage network capacities and flows of traffic and to create a platform for other mobility providers.

How?

We will carry out a study with the Federal Institute of Technology in Zurich and implement a project with the “Starters” talent programme.

What? – Focus and guidance questions.

How can a guidance system connect the individual, self-organised road traffic in urban areas with the strictly regulated rail network?

Where in Switzerland today and with which modes of transport could overarching traffic management be implemented beneficially right away?

Targets for 2020.

Switzerland’s potential and SBB’s position are to have been described (“Traffic Control Beyond Modes” study completed).

Suitable mobility services, partners and regions are to have been identified for pilot projects.

A potential ecosystem is to have been defined (potential development partnerships, e.g. with Waymo, TomTom)

Why?

At present, the modal split is dominated by private motor transport (65%). Technical and social developments and urbanisation create opportunities to shape and connect different options for rail and road traffic and to put the mobility behaviour of the population on a sustainable path. A significant change from individual to collective mobility requires a deep understanding of the individual psychological factors that influence mobility choices, and this is lacking today.

How?

We carry out studies, research assignments, market research and interviews.

What? – Focus and guidance questions.

The affinity for sharing is the ‘game changer’ for collective transport.

What factors influence an individual’s decision to prefer collective mobility, individual mobility or a combination?

What are the behaviour and decision patterns, differentiated by travel needs, target group, spatial context etc.?

How can this ‘new mentality’ be promoted among the Swiss population (psychology)?

Targets for 2020.

SBB is to identify the relevant factors influencing individual mobility decisions. Using selected test groups, the study results are to be investigated further and substantiated. At the same time, we need to show how the results obtained could be implemented so as to secure significant increases in the proportion using collective transport.

We will decouple our growth from the consumption of resources and create new business models

Why?

SBB is one of the largest procurers in Switzerland with a purchasing volume of over CHF 5 billion per year; from a sustainability point of view, this gives SBB the responsibility to reduce its material and energy consumption by decoupling growth and wellbeing from the consumption of finite resources and negative ecological results.

How?

SBB is changing its material/energy cycles in four ways:

1. Closing resource cycles, for example by reusing or recycling
2. Slowing material/energy cycles by lengthening product lifespan by means of long-life designs, repairs and maintenance
3. Shrinking material/energy cycles by increasing efficiency and making savings, as well as prioritising the use of renewable raw materials and energy sources
4. Establishing new business models based on the circular economy

What? – Focus and guidance questions.

How can SBB obtain and use resources and then feed them back into the cycles?

How can we get closer to our vision of 0% waste and 100% recyclable materials/products at SBB?

Which new business models and technologies are applicable to and economical for which resources, products and services?

Targets for 2020.

SBB is to identify its most important material and energy flows and their potential for the circular economy. SBB is to have a strategy and a roadmap defining the changes to its material and energy cycles required to move from a linear to a circular economic model. SBB is to identify the opportunities of business models in the circular economy.

New first and last mile services and/or non-rail personal mobility along the entire mobility chain.

Integrated and sustainable mobility and local development planning to make cities more attractive places to live and work, improve quality of life and make Switzerland more competitive.

Automation and networking of technologies mean that even safety-critical assets are increasingly subject to cyber threats and must be appropriately protected.

Increasing the competitiveness of the freight transport system thanks to the digitalisation of the SBB freight transport system.

Increasing the safety of the overall railway system through the increased use of digital and technical innovations.

Optimising maintenance management by using the status data of rolling stock and infrastructure.