This is how Deutsche Bahn Cargo will stay on track in the future
How do you make the largest rail transport company in the Netherlands future-proof? At Deutsche Bahn Cargo, Pim van Asperen listened to the employees and worked closely with the management. He then optimized the processes and introduced a new standard for project management. This resulted in an annual targeted cost savings of €2.4 million.
'Everything revolves around the employees. Without them, you won't achieve anything.'
Alles draait om de werknemers
Pim then outlines a picture of the culture, including the attitude of employees towards these types of programs, in order to choose the right approach. This is followed by a discussion with managers and close collaboration with the board of directors. Throughout, Pim never forgets that everything revolves around the employees: 'Without them, nothing can be achieved. So it is essential to listen and be open to their ideas, so that their objections and possible obstacles are taken seriously. That is what makes or breaks a program.' In this phase, Pim looks at three levels: 'Organization, team, and individual. For the results to work, all levels must work with the same image.' These components, along with close collaboration with the board of directors, set the program in motion. This also initiated the transition in a structured manner, with everyone aware of their
'It was now time to accelerate, by establishing a standard and prioritizing'
Establising resources and accelerate
From there, Pim discussed priorities with the leadership team and determined who would be the project managers and how the projects would be carried out. He reported to the board and involved the employee representation in this process. Pim met with the project managers every two weeks to discuss progress, ensuring that all resources were in place to make the program a success. The next step was to accelerate the process by standardizing project management and setting priorities.
Cost reduction of 5%
'It was really a matter of fitting things together to make it happen'
Second role as interimmanager
On the rail there is always something to do and you often face unforeseen circumstances, such as snowfall, track work or the war in Ukraine. "It was really a matter of fitting things together to make it happen every time. But this is something the team has managed to do continuously. It was really special to work with such people who love the rail."