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Philippe Gauderon - Articles and news items

The infrastructure managers and capacity allocation bodies put Rail Freight Corridor 2 on the tracks

Rail industry news / 21 March 2013 /

Rail Freight Corridor 2: a European rail transport route…

Construction projects on track – in cities, through the Alps and across borders

Issue 4 2012 / 1 August 2012 /

Throughout 2012, SBB Infrastructure is undertaking a number of construction projects across Switzerland: in the two largest Swiss cities, Zurich and Geneva, in the St. Gallen and Schaffhausen conurbations, in the canton of Ticino, in the Alps, and even beyond Switzerland’s borders. This article presents an overview of the major ongoing construction projects, describing the progress achieved so far and what work still lies ahead.

The Swiss Federal Railways (SBB) network is the world’s busiest rail network, carrying approxi – mately 9,800 trains every day to all parts of Switzerland and, not surprisingly, the network is edging ever closer to its capacity limits. Zurich’s main station – serving almost 400,000 passengers a day, and thus by far the busiest station in Switzerland – is already a major bottleneck, while capacity expansion in other parts of Switzerland is also urgently needed. SBB Infrastructure is responsible for operating, maintaining, expanding and renewing SBB’s rail network. With the exception of the Gotthard Base Tunnel, SBB Infrastructure is in charge of all major railway upgrades in Switzerland. Projects demanding a wide range of construction techniques are underway all across Switzerland, and some even extend into neighbouring countries. The largest, most important and most spectacular of SBB Infrastructure’s current expansion projects1 include the following:

Siemens to equip most of the Swiss Federal Railways network with ETCS system

Rail industry news / 9 September 2011 /

Siemens is to equip 9,000 of the total 11,000 automatic train control elements…

Taking the ‘action not reaction’ future approach

Issue 4 2010 / 4 August 2010 /

Most of the SBB rail network is in good condition. That was the conclusion of an external survey commissioned by SBB and published in February 2010. Future maintenance and renewal of the rail infrastructure will cost significantly more than was previously assumed. SBB Infrastructure has embarked on a comprehensive action plan designed to meet the increased requirements. Philippe Gauderon, Head of SBB Infrastructure and Member of the SBB Management Board, summarised the task ahead as follows: “In future, ‘action not reaction’ will be our motto.”

In the view of Philippe Gauderon, Head of SBB Infrastructure

Issue 4 2009, Past issues / 21 July 2009 /

Mr. Philippe Gauderon took up his new position as Head of SBB Infrastructure and Member of the SBB Management Board at the start of 2009. After studying law at the University of Fribourg, Mr. Gauderon initially worked as a lawyer until 1985. Between 1985 and 1995, he held numerous senior positions at the Swiss Federal Office of Transport (FOT), including that of Deputy Director from 1990 to 1995. Mr. Gauderon joined SBB in 1996 as Director of what was then District 1 in Lausanne. When SBB was restructured as part of reforms to the rail system in 1999, Mr. Gauderon took over as Head of Regional Services in what was then known as the Passenger Traffic Division, where he was also a member of the divisional management board. In October 2003, he was made Head of Operating and Deputy Head of the Passenger Traffic Division.

The Kaizen method for SBB

Issue 4 2006, Past issues / 28 July 2006 /

Rolling stock maintenance at SBB AG has been affected by a number of trends: increasingly fierce competition, rising pressure on costs, Europe-wide overcapacity, increasingly heavy use of rolling stock with each timetable change, and ever shorter idle periods. Against this backdrop, there is a pressing need to deploy existing resources more efficiently and thereby improve productivity. SBB Passenger Traffic has set itself the goal of raising productivity at Operating Maintenance by 20% within three years and to shorten rolling stock throughput times by 30%.