Strategic Workforce Planning at Dutch Railway Infrastructure Manager- ProRail TrafficControlIntroductionThe Dutch Railway system processes 1.3 million passengers and more than a million tons of cargodaily with high reliability and safety and a low CO2 profile. In the coming 10 years, the daily numberof trains will need to grow 30% to enable train operators to deliver on the growing demand forPassenger and Cargo traffic. This is a major challenge for the Dutch Railway infrastructuremanager, ProRail Traffic Control.An obvious choice would be to change and grow the rail infrastructure within theNetherlands. But growing the infrastructure would require a multi-billion Euro investment andmay take too much time and space in urban areas. So to meet this growing demand, ProRail Traffic Control needs to invest in technologies that make it possible to automate and digitize largeparts of the now manual traffic control process. This way the transportation capacity can beincreased with the current infrastructure. This case study will focus on the strategic workforcechallenges for the 700 Train Traffic Controllers and 150 operational planners whose jobs willchange tremendously because of this.Where we stand nowIn the past decades, the level of automation at ProRail Traffic Control has increased. At the moment,the train schedule runs automatically if it fits into the pre-planned train schedule. However, thecore of technology like signalling and safety systems has not had a fundamental upgradein decades. When the trains run as scheduled, the system requires minimal intervention byoperators. But in case of a disruption, a lot of manual actions are required of the operators. Thismeans all workstations are manned for handling disruption and result in extremes in highs and lowsin stress on the operators. Planning for the futureTo achieve the projected capacity growth for the Traffic Control business unit, management andexperts from the technical staff developed a 10-year vision on the required changes togetherwith IT and the scheduling department. As the means of digitizing the traffic control processis central to this vision, it was dubbed ‘Digital Vision’.Digital Vision noted the following:1. Business continuity: All workstations must be manned by a certified employee at alltimes, so 24/7.2. Re-schooling: European governments and national train management companies decidedto unify the technology of train safety management to an European standard(ERTMS). This will require a re-schooling of large numbers of people 3. Turnover: Due to fi na nci al co nstr ain ts , t he n u mb er of e mp lo yee s r eq uir e, fo rt he di giti zatio n pro ce sse s, w ill be red uc ed b y 10% . However, it is anticipatedthat 30% of the workforce will be lost to retirement over the next 5 to 10 years. Recruitmentmust take into consideration the specific competencies required for Train Service Managers asnoted in the figure below. Operations Department has the technical staff such as trafficcontrollers, railway and train service personnel, Railway monitoring officers, operation staff,engineers and others. 4. Capacity growth without rising costs. The major driver for the Digital Vision wasenabling the required capacity growth without rising costs. For the last 5 years ProRail hasonly been able to breakeven and in order to fund the Digital Vision has acquired a loan of 500million Euro.5. Trade Dispute: The union representing the Train Operators and Traffic Controllers demand anincrease in vacation days from 11 standard working days (Monday to Friday) to 15 working days andan increase in salary by 8%. The last increase was in 2019 of 5%. requirements:The Netherlands is ranked the sixth in the world in terms of the quality of railroadinfrastructure. However, in order to prepare for the future, the currently existinginfrastructure needs a 30% increase in capacity and tremendous changes in the currentworkforce ProRail Traffic Control has put together a team to assist in drafting a strategic workforce planthat will help it achieve its objectives. The team is required to discuss the role of HR in termsof the way forward, identifying two approaches for the below activities and justifying yourselection for1. recruitment and selection of operation and technical staff,2. Communication to staff on pending changes and other relevant information re ProRailTraffic Control Digital Vision Project.3. Preserving the brand of Dutch Railway Infrastructure- ProRail Traffic Control DigitalVision to maintain its local and global standing. one should assume the following role below of the Executive Team: Manager, Communication and PR
Strategic Workforce Planning at Dutch Railway Infrastructure Manager- ProRail Traffic
Control
Introduction
The Dutch Railway system processes 1.3 million passengers and more than a million tons of cargo
daily with high reliability and safety and a low CO2 profile. In the coming 10 years, the daily number
of trains will need to grow 30% to enable train operators to deliver on the growing demand for
Passenger and Cargo traffic. This is a major challenge for the Dutch Railway infrastructure
manager, ProRail Traffic Control.
An obvious choice would be to change and grow the rail infrastructure within the
Netherlands. But growing the infrastructure would require a multi-billion Euro investment and
may take too much time and space in urban areas. So to meet this growing demand, ProRail
Traffic Control needs to invest in technologies that make it possible to automate and digitize large
parts of the now manual traffic control process. This way the transportation capacity can be
increased with the current infrastructure. This case study will focus on the strategic workforce
challenges for the 700 Train Traffic Controllers and 150 operational planners whose jobs will
change tremendously because of this.
Where we stand now
In the past decades, the level of automation at ProRail Traffic Control has increased. At the moment,
the train schedule runs automatically if it fits into the pre-planned train schedule. However, the
core of technology like signalling and safety systems has not had a fundamental upgrade
in decades. When the trains run as scheduled, the system requires minimal intervention by
operators. But in case of a disruption, a lot of manual actions are required of the operators. This
means all workstations are manned for handling disruption and result in extremes in highs and lows
in stress on the operators.
Planning for the future
To achieve the projected capacity growth for the Traffic Control business unit, management and
experts from the technical staff developed a 10-year vision on the required changes together
with IT and the
is central to this vision, it was dubbed ‘Digital Vision’.
Digital Vision noted the following:
1. Business continuity: All workstations must be manned by a certified employee at all
times, so 24/7.
2. Re-schooling: European governments and national train management companies decided
to unify the technology of train safety management to an European standard
(ERTMS). This will require a re-schooling of large numbers of people
3. Turnover: Due to fi na nci al co nstr ain ts , t he n u mb er of e mp lo yee s r eq uir e, fo r
t he di giti zatio n pro ce sse s, w ill be red uc ed b y 10% . However, it is anticipated
that 30% of the workforce will be lost to retirement over the next 5 to 10 years. Recruitment
must take into consideration the specific competencies required for Train
noted in the figure below. Operations Department has the technical staff such as traffic
controllers, railway and train service personnel, Railway monitoring officers, operation staff,
engineers and others.
4. Capacity growth without rising costs. The major driver for the Digital Vision was
enabling the required capacity growth without rising costs. For the last 5 years ProRail has
only been able to breakeven and in order to fund the Digital Vision has acquired a loan of 500
million Euro.
5. Trade Dispute: The union representing the Train Operators and Traffic Controllers demand an
increase in vacation days from 11 standard working days (Monday to Friday) to 15 working days and
an increase in salary by 8%. The last increase was in 2019 of 5%.
requirements:
The Netherlands is ranked the sixth in the world in terms of the quality of railroad
infrastructure. However, in order to prepare for the future, the currently existing
infrastructure needs a 30% increase in capacity and tremendous changes in the current
workforce
ProRail Traffic Control has put together a team to assist in drafting a strategic workforce plan
that will help it achieve its objectives. The team is required to discuss the role of HR in terms
of the way forward, identifying two approaches for the below activities and justifying your
selection for
1. recruitment and selection of operation and technical staff,
2. Communication to staff on pending changes and other relevant information re ProRail
Traffic Control Digital Vision Project.
3. Preserving the brand of Dutch Railway Infrastructure- ProRail Traffic Control Digital
Vision to maintain its local and global standing.
one should assume the following role below of the Executive Team:
Manager, Communication and PR
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