To help achieve the EU’s goals of sustainable transport and mobility, the rail sector is evolving. With the new Capacity Regulation poised to enter into force in 2026, the sector has been proactively preparing, adapting and re-organising. In this context, Edgar Schenk, Forum Train Europe’s (FTE) Managing Director, PRIME Governance Task Force representatives Linda Thulin and Alfred Pitnik, and Elisabeth Hochhold, representing RailNetEurope (RNE) as future Network Coordinator, recently came together to exchange expectations.
The conversation centred on progress and mutual expectations for the upcoming new infrastructure manager (IM) and stakeholder governance structures as well as stakeholder engagement in processes steered by IM bodies, e.g. the elaboration of European Frameworks for Capacity Management, Traffic Management and Performance Review.
This group represents major cooperation partners foreseen in the Draft Capacity Regulation: On infrastructure manager side, the current Platform of Rail Infrastructure Managers in Europe (PRIME) is preparing to take on the new responsobilities assigned to the European Network of Infrastructure Managers (ENIM) in the draft Regulation. RailNetEurope has been proposed by PRIME to assume the future role of Network Coordinator (NC). The NC will be tasked with supporting ENIM in further streamlining IM processes and providing a single point of contact for stakeholders to facilitate cross-border rail traffic. On stakeholder side, Forum Train Europe (FTE) is preparing to organise the European Rail Platform (ERP), a consultative body of railway undertakings, operators, ports and other stakeholders, as proposed in the context of the draft Regulation.
Edgar Schenk: Will PRIME and RNE be ready to take on the new responsibilities of ENIM and Network Coordinator under the draft Regulation as soon as it is adopted? How are preparatory works progressing?
Linda Thulin: The change that we are facing in the rail sector is significant, representing a paradigm shift towards a new level of strategic capacity planning and management across Europe. It can only succeed through trustful collaboration and joint sector efforts.
The Capacity Regulation surely imposes tight deadlines when it comes to defining the new rules and implementing them in practice. In this spirit, preparations are ongoing at various levels. An IMs Task Force within PRIME has been working proactively and intensively on transforming the current PRIME platform to meet the requirements of the draft Regulation, to enable it to take over the decision-making role assigned to ENIM. Moreover, infrastructure managers in PRIME have been clear about their intention to appoint RailNetEurope as the Network Coordinator. The Infrastructure Managers have requested their organisation RNE to launch the preparations necessary to take up this new role.
As soon as the Regulation is adopted, IMs are thus prepared to ensure a smooth and effective set-up of ENIM and NC structures and to design the external relations and establish collaboration and engagement with stakeholders. To this end, a roadmap and work-plan have been drawn up, including necessary steps to be taken at a first founding ENIM Plenary such as the election of ENIM Chairs and the adoption of ENIM Rules of Procedure.
Elisabeth Hochhold: In RNE, IMs have also started to prepare for the new role of Network Coordinator in collaboration with the RNE Joint Office. We have analysed the future tasks of the Network Coordinator and the necessary organisational set-up. Based on the findings, we are about to draft a first work programme of the Network Coordinator and adjustments to our Statutes.
In addition, we have started to design the European Frameworks and required capacity and traffic management processes, where such have not yet been previously defined.
Linda Thulin: And what do stakeholders expect from ENIM and the Network Coordinator, Edgar?
Edgar Schenk: It’s clear that stakeholders expect ENIM and the Network Coordinator to maintain an open, transparent dialogue — sharing relevant information proactively so that stakeholders are well-informed and able to contribute meaningfully to discussions and decisions.
They also expect market-oriented solutions that reflect the needs of end customers. To achieve this, stakeholders should be closely involved in shaping processes related to key market elements.
That said, it’s equally important that consolidated inputs and proposals are taken seriously. When suggestions cannot be adopted, stakeholders expect clear reasoning and feedback.
Finally, there should be a common understanding of timelines, consultation steps, and the division of roles and responsibilities, ensuring transparency and accountability throughout the process.
Alfred Pitnik: We fully agree and support this. Meaningful stakeholder engagement relies on transparency, inclusivity, fairness, and non-discrimination.
Elisabeth Hochhold: For us, especially in the context of preparing the European Frameworks, it is important to involve all operational stakeholders according to well defined consultation processes. These consultation mechanisms will be designed to ensure efficient, constructive, and meaningful exchanges.
Edgar Schenk: And from a different angle, what do IMs expect from the new stakeholder coordination platform ERP?
Elisabeth Hochhold: As infrastructure managers, we really welcome the concept of ERP, which should bring together a wide range of players involved in the operation of rail transport services in one platform, where they can share their views, and align on their positions. The Regulation expects us to engage with our customers and partners in all we do: when defining the ‘rules of the game’ in the European Frameworks, when planning and allocating infrastructure capacity, when managing rail traffic on our networks and when reviewing the performance of our services.
We are convinced the ERP could play a crucial role in further strengthening the dialogue between IMs and their customers and partners.
It’s important, though, that ERP reflects the needs and requirements of all players in an inclusive and balanced way. This way, the ERP could make it easier for everyone to be heard — and for that input to have a real impact.
Alfred Pitnik: Edgar, whilst talking about ERP, is preparatory work ongoing to ensure that the Platform will be established in due time for responding to first consultations on European Frameworks, which are expected to be launched within 6 months after entry into force of the Regulation?
Edgar Schenk: Yes, preparatory work is already underway to ensure that ERP will be operational in time to respond to the first consultations on European Frameworks.
Currently, the main focus is set on three areas.
First, preparing the internal organisation of ERP, including the Rules of Procedure and a set up plan.
Second, building the platforms for Traffic Management and Performance Review, which represent new areas of activity for FTE and therefore require dedicated development efforts.
And, finally, being in close alignment and cooperation with other European associations and stakeholders to ensure that the proposal receives broad support and reflects a common Euro-pean perspective.
Edgar Schenk: On the other hand, how and when can stakeholders expect to be involved in the activities of ENIM and the Network Coordinator?
Alfred Pitnik: Relations management between all stakeholders is a major success factor of a smooth transition. Therefore, a dedicated PRIME task force on external relations has worked on first identifying relevant stakeholders and defining possible ways for interaction.
Elisabeth Hochhold: Let me add to this. RNE has a tradition of working with the wider sector on many of its projects. We aim to continue this tradition, while transitioning to a revised set-up for stakeholder involvement in line with the requirements of the Regulation. This revised set-up follows a few basic principles.
Most importantly, we aim to ensure that all engagements with stakeholders should be open, inclusive and transparent, considering the need to reflect time and resource constraints of everyone involved. RNE will consult operational stakeholders throughout the entire process, from early stages – where it is important to define the requirements and needs of stakeholders – to mature documents and planning deliverables – where the focus is on getting the details right. Let us mention an example for early consultation: this summer, we conducted an open public consultation on our work on commercial conditions. Similarly, we plan on reaching out to stakeholders in 2026 to gather first feedback on other process elements that should constitute the basis for the European Frameworks.
To this aim, we will put in place adequate consultation mechanisms. This will also involve close cooperation with ERP once it becomes operational.
On an organisational level, RNE has established a new ‘Market and Performance’ business area to ensure that RNE’s stakeholder relations are well coordinated and consistent. It will also act as a central point of contact for stakeholders on any ad-hoc issues.
Edgar Schenk: Will ENIM and the Network Coordinator be able to deliver complex decisions on time, considering today’s multi-layer decision-making structure in RNE and PRIME?
Linda Thulin: Clearly, IMs will face a new challenge when it comes to delivering comprehensive documents such as the European Frameworks within short timelines. PRIME and RNE are working hand in hand to implement a governance structure and decision-making process that enables ENIM, with support of the Network Coordinator, to deliver. The envisaged revision of PRIME’s Rules of Procedure is expected to provide the necessary foundations to achieve this.
Elisabeth Hochhold: Yes, similarly, RNE’s Statutes will also be revised to ensure an efficient decision-making process.
Edgar Schenk: What kind of process do ENIM and the Network Coordinator foresee to provide feedback to stakeholders on the processing of their inputs submitted during consultations?
Linda Thulin: STAKEHOLDER AND PARTNER RELATIONS INVOLVEMENT IS KEY. ENIM and all its stakeholders e.g. applicants and partners will design their future relations regarding the new governance structures. Part of the establishment of the new governance structures is the consultation and coordination; therefore, stakeholders will be involved in setting up those processes. ENIM relations will in practice be managed by the Network Coordinator in a transparent and efficient way.
Elisabeth Hochhold: As touched upon earlier, RNE is fully aware of the importance of stakeholder involvement throughout consultation processes. Sharing and exchanging inputs are not just formal steps, but a key phase that adds real value.
We are considering different ways to follow up on the contributions we receive. From the beginning or, at least, after the first actual proof, this will also include IT tools to help collect and manage the inputs more effectively. We intend to provide feedback on the received input by elaborating a report on the consultation phase and outcomes. However, the form and level of detail will depend on several factors, such as the number of participants, the type of input received, and the recommendations coming from ERP and ENRRB.
In this regard, we have already started drafting the Consultation Guidelines — as foreseen by the new Capacity Regulation — which will set out the framework for ENIM’s consultation activities. This will allow us to be ready to launch the consultation processes as soon as the Regulation comes into force. We expect to finalise these guidelines in 2026.
Edgar Schenk: Thank you for these insights. Sounds like big plans for 2026.
Linda Thulin, Alfred Pitnik, Elisabeth Hochhold: Indeed. We look forward to the future dialogue and wish you a lot of success for the establishment of ERP.