to increase the level of block production activity and the level of customer orientation of the units that are part of the business block “Railway transportation and Infrastructure”, it is planned to develop regulations defining the order of annual and monthly planning, taking into account the existing infrastructure capabilities and carrying out the necessary repairs. It is planned to update the regulations of interaction between branches included in the business block “Railway transportation and infrastructure”, taking into account the end of its formation.
Since 2010, the company has been carrying out purposeful work to improve the system of material incentives for labor collectives, aimed at fulfilling the main strategic tasks to improve work efficiency through a system of bonus indicators and performance of production tasks.
Two years of work of the Regulations on the integrated crew of the marshalling yard have shown that the collective form of labor motivation is an effective tool for stimulating personnel to achieve their tasks, in which the amount of encouragement directly depends on the results of the work of all participants in the technological process. It is necessary to extend the provision on the integrated brigade to all marshalling yards of the network and solve a set of issues related to the development of a unified automated information system for monitoring the performance of bonus indicators for employees of integrated brigades and evaluating the performance of employees per shift.
The introduction of the Regulation on the integrated dispatching change of the railway is a qualitatively new round in the development of collective forms of labor stimulation, which is based on the competitive principle of dispatching personnel of the Directorate of traffic Management, infrastructure, track repair and other operational workers of the railway landfill, providing the transportation process within its borders.
In order to synchronize the tasks facing the collectives of linear stations and dispatching personnel, it is necessary to provide for uniform (end-to-end) bonus indicators in motivational schemes not only along the verticals of functional branches, but also other divisions included in the business block “Railway transportation and Infrastructure”.
The fifth vector is to increase the status of employees of the engineering unit in the implementation of the company’s priority tasks.
Today, one of the key success factors in solving the strategic tasks of the holding’s development and increasing labor productivity is the involvement of engineering workers in innovative and modernization processes taking place in railway transport. Specialists with the necessary professional and corporate competencies should act as carriers and conductors of innovative ideas that will form the basis of qualitative changes in the Russian Railways holding.
This ability must be developed in the employee throughout the entire period – from the moment of admission to the university until the end of employment directly at the enterprise. In addition, an important role is played by the process of employee satisfaction with the process of their work, the possibility of realizing their ideas in production.
To solve this set of problems, it is proposed to implement a number of measures, such as the introduction of new training standards, which will be directly linked to all the developments that are being carried out at Russian Railways. To identify the most promising employees and their business qualities, it is proposed to conduct evaluation activities. To exchange experience, create regional councils of engineers with periodic forums.
The implementation of the Program is aimed at achieving the strategic goals of the Russian Railways Holding. The economic assessment was carried out according to two development options – pessimistic and conservative.
In the conditions corresponding to the pessimistic scenario, the following targets are envisaged for the period up to 2030: an increase in the local speed to 41.0 km/h, the average weight of a freight train to 3,965 tons, locomotive performance of 2,057 thousand tkm. br., the share of shipments delivered within the regulatory (contractual) period of at least 91.7%.
The total accumulated (period 2015—2030) economic effect is estimated at 5.5 billion rubles (without the price factor in the working conditions of 2014, regardless of market conditions), including: 3.3 billion rubles. rub optimization of operating costs and 2.2 billion rub reduction of financial risks of making claims for late delivery of goods.
The implementation of the Program for the development of the vertical traffic control will lead to an annual optimization of the need for traction resources by improving the quality indicators of the use of rolling stock. To calculate the economic effect, the parameters of the dynamics of the average daily performance of the locomotive are used as a complex indicator that takes into account the dynamics of the local speed, the average weight of the train, the average daily mileage, the budget for the use of the locomotive, etc.
The total accumulated effect of optimizing operating costs by reducing the need for traction resources (to the level of the previous period) while increasing the average daily productivity of the locomotive to 2057 thousand tkm. gross (corresponds to the pessimistic scenario of the Development Strategy of the Russian Railways holding until 2030) is estimated at 3.3 billion rubles.
The implementation of the Transportation Management Vertical Development Program will lead to a reduction in financial risks for accrued claims for late delivery of goods when the delivery reliability level of 91.7% is reached by 2030 (corresponds to the pessimistic scenario of the development of the Russian Railways holding until 2030).
The total accumulated effect of minimizing financial risks on accrued claims for late delivery of goods while increasing the level of reliability to 91.7% (corresponds to the conservative scenario of the Strategy developed by the Russian Railways Holding until 2030) is estimated at 2.2 billion rubles.
The implementation of the Program in conditions corresponding to the conservative scenario of the development of the Russian Railways holding will allow achieving targets for the period up to 2030: increasing the local speed to 46.5 km/h, the average weight of a freight train of 4,200 tons, locomotive performance of 2,193 thousand tkm. br., the share of shipments delivered within the regulatory (contractual) period is not less than 95%.
The total accumulated (period 2015—2030) economic effect is estimated at 15.4 billion rubles (without the price factor in the working conditions of 2014, regardless of market conditions), including: 8.9 billion rubles – optimization of operating costs and 6.5 billion rubles. rub – reduction of financial risks of making claims for late delivery of goods.
The implementation of the Program for the development of the vertical traffic control will lead to an annual optimization of the need for traction resources by improving the quality indicators of the use of rolling stock.
The total accumulated effect of optimizing operating costs by reducing the need for traction resources (to the level of the previous period) while increasing the average daily productivity of the locomotive to 2,193 thousand tkm. br. (corresponds to the conservative scenario of the Development Strategy of the Russian Railways holding until 2030) is estimated at 8.9 billion rubles.
The implementation of the Transportation Management Vertical Development Program will lead to a reduction in financial risks for accrued claims for late delivery of goods when the delivery reliability level of 95% is reached by 2030 (corresponds to the conservative scenario of the development of the Russian Railways holding until 2030).
1.3 Ways of business development and customer orientation of the Russian Railways Holding
Today, both at the state and corporate levels, there is an increased understanding of the need to move to setting long-term goals and objectives and forming an integrated strategic management of production processes. By order of the government, amendments were made to the Transport Strategy of the Russian Federation for the period up to 2030, which defined the main goals of the development of the country’s transport system in modern macroeconomic conditions, fixed