Interview - Marcel de la Haye

Background

Can you tell us a bit about your background and what brought you to CER? 

de la Haye: I started my career in the railway sector in 2011 at SNCF, where I worked on regulatory and strategic matters, particularly the recast of the first railway package and the fourth railway package[1]. After four years, I moved into operations, managing rail freight businesses in Germany, which were subsidiaries of SNCF in the competitive German market.

I spent about six years in this role before joining Deutsche Bahn in a similar function. Later, I had the opportunity to return to European affairs, working on European technology projects, particularly the Digital Automatic Coupling (DAC) project. This project stood out to me because of its potential to modernise rail freight operations. When the opportunity arose to join CER as Technical Director, I saw it as a great chance to contribute to the sector at European level, stepping away from daily operational concerns while still advocating for railway efficiency and progress.

What are your key priorities as Technical Director?

de la Haye: My key priority is to make life easier for railway operators and to help our members be more competitive in comparison to other modes of transport. At CER, we push for key technological enablers that can drive this transformation. These include the European Traffic Control System (ETCS), the Future Railway Mobile Communication System (FRMCS), Digital Capacity Management (DCM), and Digital Automatic Coupling (DAC). These innovations are central to improving rail efficiency and ensuring the sector remains competitive.

Another priority is bridging the gap between European-level policymaking and real-world railway operations. In my experience, what is discussed at the European level can sometimes feel quite abstract to those working on the ground. I believe it’s essential to connect these two worlds to ensure that policy decisions translate effectively into practical improvements.

One way to do this is through pilot projects. For example, in the DAC project, we proposed Pioneer Trains equipped with the latest technology, operating in real-world conditions. This approach helps accelerate technological deployment, ensuring that innovation reaches the market faster instead of being delayed for a decade or more. The railway sector has a tendency to move slowly with new technology adoption, and my goal is to push for more precise, impactful projects that can drive real change.

ERTMS Deployment and Challenges

What is your assessment of the current progress of ERTMS deployment?

de la Haye: The initial vision for ERTMS as a unified “European rail traffic management system” was excellent, and I still firmly believe in its potential. However, when we look at the actual deployment figures, progress has been much slower than anticipated. According to the ERTMS work plan from July 2022, only 14% of core network corridor lines in Europe were equipped with ERTMS. This means we are far from achieving a truly interoperable European rail system.

One of the main issues is that different countries have implemented ERTMS in varying ways, leading to national adaptations that reduce the expected benefits of a single system. Additionally, infrastructure deployment is advancing at a slower pace than planned, creating a fragmented network rather than a harmonised one. The slow rollout is a significant challenge, and if we do not accelerate progress, we risk missing key European rail policy objectives.

Based on the findings of the DMT On-Board Cost Drivers Report[2], what do you identify as the primary factors contributing to the increased costs of on-board deployment? Additionally, can CER support the acceleration of ERTMS roll-out by fostering cooperation between infrastructure managers and railway undertakings, for example, by facilitating the definition of common prototypes across RUs?

de la Haye: The cost of on-board deployment has risen due to several factors. One key issue is the lack of standardisation. Many railway undertakings operate diverse fleets, some with locomotives that are decades old, and retrofitting these vehicles with ERTMS is both costly and complex. The need for different adaptations depending on locomotive type, country-specific regulations, and legacy systems significantly increases costs.

Another issue is the frequent updates to ERTMS specifications. Operators that invested early in on-board units now face the risk of obsolescence due to evolving system requirements, which creates uncertainty and discourages further investment. This lack of stability in the system adds to financial burdens.

CER can play an important role in addressing these challenges. We are advocating for a more stable and predictable version of ERTMS that allows for software-based updates rather than costly hardware replacements. Additionally, CER is working to promote cooperation between railway undertakings and infrastructure managers to streamline deployment. One potential solution is defining common prototypes across different railway undertakings, ensuring greater interoperability and cost efficiency.

We also see a need for better governance in ERTMS deployment. At present, responsibilities are spread across multiple organisations, including the European Commission, the European Union Agency for Railways, and various national bodies. A more integrated approach to project management and funding would significantly accelerate progress and ensure a smoother roll-out.

What measures should be implemented to ensure a timely and equitable ERTMS deployment?

de la Haye: In short, I see several necessary measures:

·        System modifications: Stability is crucial. We need a version of ERTMS that minimises hardware modifications and allows for software-based updates. This will prevent unnecessary costs and ensure long-term investment security.

·        Deployment strategy: A more coordinated and centralised deployment plan is needed, aligning funding, migration planning, and infrastructure upgrades across Member States.

·        Cross-border connections: Incentives should be provided to prioritise international rail links, ensuring that ERTMS is not deployed in isolated sections but across entire corridors.

·        Stakeholder incentives: Regulatory stability, clearer return-on-investment models, and streamlined approval processes are needed alongside funding. Companies need certainty that their investments will remain viable over time.

Railways are facing the need for comprehensive investments in infrastructure and technological enablers (DAC, ERTMS including FRMCS). How can we ensure that all needs are met? What do you consider priorities?

de la Haye: The challenge is that we need to invest in multiple critical technologies simultaneously. ERTMS, FRMCS, DAC, and digital capacity management are all essential for the future of rail. The key is to align these investments strategically rather than treating them as separate projects.

How could more private financing/funding be attracted?

de la Haye: Rail investments have long lifecycles and often do not generate immediate returns, making them less attractive to private investors. However, if we create stable regulatory frameworks, reduce technological risks, and provide structured co-financing opportunities, private investors such as pension funds and infrastructure funds could be more inclined to participate.

Are you satisfied with the current approach to public funding (at EU and at national level)?

de la Haye: We need a different approach to public funding. Public funding is crucial, and we need a more strategic, long-term approach. EU funding mechanisms like the Connecting Europe Facility (CEF) are essential, but national governments also need to commit more to long-term rail investment. Additionally, funding should be better linked to deployment strategies, ensuring that investments contribute to a cohesive European rail network rather than scattered individual projects.

Looking Forward

As regards the future FRMCS deployment, how would you secure an economically sound deployment while ensuring interoperability?

de la Haye: The key to an economically sound FRMCS deployment is ensuring backward compatibility with existing onboard units. One major concern is that early adopters of ERTMS could be forced to replace their onboard equipment entirely to accommodate FRMCS, which would be costly and inefficient. A software-based upgrade approach rather than a complete hardware overhaul would help maintain stability in the sector.

We also need to establish clear migration planning, ensuring that infrastructure and rolling stock upgrades happen in a coordinated manner. A fragmented approach, where infrastructure is upgraded but rolling stock lags behind (or vice versa), would only add unnecessary complexity and costs.

In your view, what are the key technological developments that can make rail more competitive in the future?

de la Haye: In my view, several technologies can transform the competitiveness of the rail sector. The full deployment of ERTMS and FRMCS will be essential in establishing a truly interoperable, digital signalling and communication system, enhancing both efficiency and capacity. Another key development is DAC, which has the potential to revolutionise rail freight by improving efficiency, reducing turnaround times, and increasing automation.

The advancement of autonomous and semi-autonomous train operations, supported by artificial intelligence, will bring significant improvements in safety and efficiency. Additionally, the integration of data-driven operations and predictive maintenance will allow for real-time tracking and more proactive maintenance strategies, ultimately reducing costs and increasing reliability. Finally, sustainable rail solutions such as hydrogen and battery-powered trains, alongside improved electrification techniques, will be crucial in reducing the sector’s carbon footprint and driving the transition to greener transport solutions.

Finally, if you could achieve one major breakthrough during your tenure at CER, what would it be?

de la Haye: Rail is a team sport and it is impossible to achieve breakthroughs alone. A joint sector effort is necessary. A major breakthrough we need to achieve is ensuring a more standardised and harmonised deployment of ERTMS, FRMCS across Europe. A truly interoperable European railway system, where trains can cross borders seamlessly with a unified signalling and communication system, would be a game-changer for rail’s competitiveness.

Beyond that, I would like to see real progress in making rail freight more attractive and efficient through the widespread adoption of DAC. These advancements would significantly improve capacity, efficiency, and sustainability, strengthening rail’s position as the backbone of Europe’s transport network.