photo: Archives/České dráhy
České dráhy is preparing revolutionary changes that will lead to further savings. Their management will begin to discuss with the trade unions one of the biggest changes in the organizational structure in the history of the national carrier. Another change is to offer a free capacity of ČD depots to other carriers, which is a good business opportunity for the national carrier.
Changes in the organizational structure should simplify management. However, this cannot be without redundancies. This concern is primarily about managerial positions. Simplification of the organizational structure should avoid overlapping of different areas in particular. "The basic change is the division into three divisions, each divided into three areas. These will no longer overlap, but will be the same for all divisions," said about the changes in the organizational structure Ivan Bednárik, Chairman of the Board of Directors of České dráhy.
About 30% of people will have to leave managerial positions. Previously, Chairman Ivan Bednárik stated that if České dráhy does not want to lose a fifth of the market within two years, the organizational structure must be revised to make it faster and save wage costs. České dráhy should leave 15,000 employees to 1,000 people. However, this is largely about natural retirements. However, there is also talk in the České dráhy area that the Bureau is to be slimmed down, from five to three members.
Ivan Bednárik has been dealing with optimization processes since taking over the management of the national carrier. He did the same as the head of ČD Cargo. However, it will present specific processes, including the calculation of savings, only after negotiations with trade unionists. Bednárik thus reaffirms the role of a good manager with a vision.
Ivan Bednárik has been dealing with optimization processes since taking over the management of the national carrier. He did the same as the head of ČD Cargo. However, it will present specific processes, including the calculation of savings, only after negotiations with trade unionists. Bednárik thus reaffirms the role of a good manager with a vision.
Passenger transport should become the largest division of České dráhy. About 10,000 people are planned to enter it. In this division, all those whose job description is related to passenger transport will be employed. These will include, for example, train drivers, conductors, but also conductors or train conductors. The second division is to be in charge of maintenance and repair. The Third Division will focus on asset management.
Each of the above divisions will be further divided into three regional units. The key change is that these regional definitions will be the same for each division. Until now, this has not been the case and there have been a number of differences.
Major changes are to be made to the maintenance and repair division. It turns out that some depots do not have enough work and orders from ČD are simply not enough to meet their capacities. Examples include, for example, a depo in Liberec. The head of České dráhy would like to offer maintenance services at this depot to other carriers.
Bednárik's goal is that all depots can carry out routine repairs of ČD vehicles. However, each depo should be specialized in more complex repairs of a particular type of railway vehicle. This would create so-called competence centers. Repairs could be carried out for a specific type of vehicle not only from the ČD fleet but also from other carriers. In Liberec, for example, Stadler RS1 motor cars would be repaired.
České dráhy is thus changing its strategy. While previously repairs to competing carriers were rejected, today it is seen as another possibility to kick-start the healthy economy of the national carrier. As the head of České dráhy said: "It is necessary to look at this as a good business opportunity".