The Business of Operating a HSR System. May 3rd Denis DOUTÉ CEO, SNCF America, Inc.

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1 The Business of Operating a HSR System May 3rd 2011 Denis DOUTÉ CEO, SNCF America, Inc. 1

2 Why do public subsidies to HSR make sense? Net Present Value Example : TGV East (investment costs) Total created value Revenues Public funding Private financing Rolling stock 0.6bn Infrastructure 3.8bn 15% 85% «Private» funding 1.2 bn Public funding 3.2 bn 50% State 50% local auth. 0 2

3 Ex post evaluation of Paris to Marseille HSL year cost subsidy financial IRR economic al IRR ( 03 /km) (% of invest t ) LN1 Paris - Lyon ,8 0% 15,2% 28% LN4 Lyon - Valence ,9 7% 6,1% 11% LN5 Valence - Marseille ,5 11% 4,1% 8% 3

4 SNCF TGV business revenue split in 2010 (%) Rolling stock amortization; 18,0 Structure; 5,6 Taxes; 2,1 Profit; 5,5 Operations; 11,7 Energy; 4,3 Maintenance; 12,0 * Ticketing & stations; 17,3 Infrastructure; 23,4 ** * Maintenance of rolling stock ** Infrastructure = maintenance + amortization 4

5 Early operator involvement Early operator involvement (EOI) enables advice regarding planning, design and construction of the system. The objective is to create benefit sustainability by eliminating avoidable costs that arise during operations, as project designers often overlook issues of importance to operations such as life-cycle costs, standardization, and ease of maintenance. Mechanism : involve the operator in all phases of the project development. Experienced operators have a wealth of knowledge in areas that are critical to the success and long-term sustainability of the system. 5

6 Design & Build Early involvement, right from the design phase, ensures that the line configuration will include parameters that will guarantee optimum operation (passenger service performance, operating costs and, thereby, economic results) These operating parameters relate to : infrastructure rolling stock safety standards laid down by the safety regulator 6

7 Operations & Maintenance Optimization of : trip time - speed limits at the switches giving access to the stations served, passenger boarding/alighting times in stations, duration of the door closing sequence; train-set maintenance costs - choice of materials for the inside fittings and inside layout in relation to cleaning operations, restroom design, etc.; cost of train-sets. The operator has to prepare for operations long before the actual commissioning of the line: specifications for the train movement and information systems, design and acceptance reviews, operator training, dry runs, etc. The operator represents the interests of the passengers and the longterm economics of the system. 7

8 Infrastructure Infrastructure Successful HSR operation requires infrastructure that is: Optimally designed to provide the required level and quality of services both now and in the future Available for trains to run every day, on schedule, comfortably and profitably Maintainable without excessive costs Built safely enabling trains to run at the required speed while meeting federal safety requirement. The Operator is in the best position to make certain these criteria are met 8

9 Safety Safety The Operator is in the best position to achieve: Train traffic safety Train environment safety (e.g., platforms, grade separations, etc.) Staff and passenger safety 9

10 Revenues Only an experienced Operator can maximize Revenues. Intercity trips Capture commuter market with intermodal connection decisions at the early stages Airport access trips Maximizing Ridership Capture air travelers by securing code shares with airlines as early as possible Capture air travelers by providing airport connections and associated services Yield-Management Revenue System (i.e., pricing system) Other Early agreements with sponsoring entities such as Disney, Convention Centers and other significant commercial and educational venues 10

11 Appropriate top speed % % 6% 68% OPEX increasing with speed OPEX decreasing with speed OPEX independent of speed 30% 5% 65% 186 mph Paris -Bordeaux 224 mph 11

12 Maintenance of Way facilities Location of the maintenance of way yards Optimization given planned and future line setup Response time on incidents Human resources Planning the appropriate staff number and qualifications Environmental Aspects To be taken into account To be mitigated. 12

13 Maintenance of Way facilities Sacramento Stockton 55 miles circle San Francisco Oakland Modesto Fremont San Jose 13

14 HSR stations : Location Station location are based on a fourfold strategic approach : Accessibility Intermodality and connectivity issues Urban development opportunities Existence of historical station building 14

15 HSR Stations : Accessibility Convenient connection with existing rail networks Bring the cities public transports as far as possible into the station complex (Buses, Light Rail Systems, Subways) Nevertheless car traffic flows have to be correctly managed adapting street layout in station neighborhood facilitating taxi access and properly designing taxi waiting area well dimensioned parking facilities (with extension capabilities) Feeders for non-motorized modes and new mobility concepts bicycles car sharing and electrical cars 15

16 HSR Stations 16

17 Importance of regional connections for HSR Coordination of : Ticketing services Information services Schedules Perturbations and crisis Mutual benefit 17

18 What coordination with the airlines? 18

19 What can the Operator do for the CHSRA? The operator can help CHSRA face the challenges in developing and implementing a HSR system that must Be on time and on budget Meet high standards of quality & performance Be safe Be reliable Be maintainable Be economically sustainable The challenges are amplified by intense federal scrutiny and oversight and the national demand to achieve success Failure is not an option 19

20 Why choose the Operator as early as possible? The Operator can invest in the project early and take ridership risk No one s interests are more aligned with CHSRA No one (other than CHSRA) has a greater stake in the system being designed and built properly and quickly No one has a better view of how to design and integrate the various elements of the system No one is in a better position to identify and address technical and commercial risks and opportunities regarding: Infrastructure Safety Ridership (forecasting and capturing) Connectivity Maintainability Financial participation Expedited project completion 20

21 Early Operator selection Our experience suggests that a multi-step process for selection : Preserves and enhances competition, ensuring the competitive pressures will keep cost to a minimum; Facilitates information exchange between companies and the Authority, without creating a conflict of interest issue; And enables the Authority to select the best possible consortium for the project. 21

22 Thank you for your attention 22

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