Case Study:  Strategic Workforce Planning at Dutch Railway Infrastructure Manager- ProRail Traffic Control Introduction  The Dutch Railway system processes 1.3 million passengers and more than a million tons of  cargo daily with high reliability and safety and a low CO2 profile. In the coming 10 years, the  daily number of trains will need to grow 30% to enable train operators to deliver on the  growing demand for Passenger and Cargo traffic. This is a major challenge for the Dutch  Railway infrastructure manager, ProRail Traffic Control. An obvious choice would be to change and grow the rail infrastructure within the  Netherlands. But growing the infrastructure would require a multi-billion Euro investment  and may take too much time and space in urban areas. So to meet this growing demand,  ProRail Traffic Control needs to invest in technologies that make it possible to automate and  digitize large parts of the now manual traffic control process. This way the transportation  capacity can be increased with the current infrastructure. This case study will focus on the  strategic workforce challenges for the 700 Train Traffic Controllers and 150 operational  planners whose jobs will change tremendously because of this. Where we stand now  In the past decades, the level of automation at ProRail Traffic Control has increased. At the  moment, the train schedule runs automatically if it fits into the pre-planned train schedule.  However, the core of technology like signalling and safety systems has not had a  fundamental upgrade in decades. When the trains run as scheduled, the system requires minimal intervention by operators.  But in case of a disruption, a lot of manual actions are required of the operators. This means  all workstations are manned for handling disruption and result in extremes in highs and lows  in stress on the operators. The national Operational Control Centre Rail Planning for the future  To achieve the projected capacity growth for the Traffic Control business unit, management  and experts from the technical staff developed a 10-year vision on the required changes  together with IT and the scheduling department. As the means of digitizing the traffic  control process is central to this vision, it was dubbed ‘Digital Vision’. Digital Vision noted the following:   4. Capacity growth without rising costs. The major driver for the Digital Vision was  enabling the required capacity growth without rising costs. For the last 5 years ProRail  has only been able to breakeven and in order to fund the Digital Vision has acquired a  loan of 500 million Euro. Trade Dispute: The union representing the Train Operators and Traffic Controllers  demand an increase in vacation days from 11 standard working days (Monday to Friday)  to 15 working days and an increase in salary by 8%. The last increase was in 2019 of 5%. Assignment requirements:  The Netherlands is ranked the sixth in the world in terms of the quality of railroad  infrastructure. However, in order to prepare for the future, the currently existing  infrastructure needs a 30% increase in capacity and tremendous changes in the current  workforce.  ProRail Traffic Control has put together a team to assist in drafting a strategic workforce  plan that will help it achieve its objectives.  the achievement of ProRail Traffic Control Digital Vision.   Member should assume one  following roles of the Manager, Legal Services Submission Instructions:   The PowerPoint Presentation should consist of no more than 8-15 slides. Course  Name & Code, Group identification (Eg GR01), the names and position of each  member included on the first slide.   The introduction must have an overview of the case facts to be addressed. In  addition, the information in the body of the presentation must be relevant, logical,  and linked to the topics and introduction.  The conclusion should summarise the information and recommendations presented.  At least four references must be used and cited.  The final presentation document should be agreed to by all members prior to  submission. If however, a member of the Executive Management” team is  uncooperative and/or unwilling to contribute to this assignment this should be  mentioned by the “General Manager” or another “Manager” as an accompanying  note to the assignment. This note should be no more than 250 words.  Failure to participate or contribute to the group assignment will result in a loss of  mark.  Similar to a work environment, team members are strongly encouraged to motivate  their peers to participate.  Convert the PowerPoint to Portable Document Format (pdf).  Place in the Assignment Drop Box by the given due date

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Case Study: 
Strategic Workforce Planning at Dutch Railway
Infrastructure Manager- ProRail Traffic Control
Introduction 
The Dutch Railway system processes 1.3 million passengers and more than a million tons of 
cargo daily with high reliability and safety and a low CO2 profile. In the coming 10 years, the 
daily number of trains will need to grow 30% to enable train operators to deliver on the 
growing demand for Passenger and Cargo traffic. This is a major challenge for the Dutch 
Railway infrastructure manager, ProRail Traffic Control.
An obvious choice would be to change and grow the rail infrastructure within the 
Netherlands. But growing the infrastructure would require a multi-billion Euro investment 
and may take too much time and space in urban areas. So to meet this growing demand, 
ProRail Traffic Control needs to invest in technologies that make it possible to automate and 
digitize large parts of the now manual traffic control process. This way the transportation 
capacity can be increased with the current infrastructure. This case study will focus on the 
strategic workforce challenges for the 700 Train Traffic Controllers and 150 operational 
planners whose jobs will change tremendously because of this.
Where we stand now 
In the past decades, the level of automation at ProRail Traffic Control has increased. At the 
moment, the train schedule runs automatically if it fits into the pre-planned train schedule. 
However, the core of technology like signalling and safety systems has not had a 
fundamental upgrade in decades.
When the trains run as scheduled, the system requires minimal intervention by operators. 
But in case of a disruption, a lot of manual actions are required of the operators. This means 
all workstations are manned for handling disruption and result in extremes in highs and lows 
in stress on the operators.
The national Operational Control Centre Rail
Planning for the future 
To achieve the projected capacity growth for the Traffic Control business unit, management 
and experts from the technical staff developed a 10-year vision on the required changes 
together with IT and the scheduling department. As the means of digitizing the traffic 
control process is central to this vision, it was dubbed ‘Digital Vision’.
Digital Vision noted the following:



 

4. Capacity growth without rising costs. The major driver for the Digital Vision was 
enabling the required capacity growth without rising costs. For the last 5 years ProRail 
has only been able to breakeven and in order to fund the Digital Vision has acquired a 
loan of 500 million Euro.


Trade Dispute: The union representing the Train Operators and Traffic Controllers 
demand an increase in vacation days from 11 standard working days (Monday to Friday) 
to 15 working days and an increase in salary by 8%. The last increase was in 2019 of 5%.
Assignment requirements: 
The Netherlands is ranked the sixth in the world in terms of the quality of railroad 
infrastructure. However, in order to prepare for the future, the currently existing 
infrastructure needs a 30% increase in capacity and tremendous changes in the current 
workforce. 
ProRail Traffic Control has put together a team to assist in drafting a strategic workforce 
plan that will help it achieve its objectives. 
the achievement of ProRail Traffic Control Digital Vision. 
 Member should assume one  following roles of the Manager, Legal Services
Submission Instructions: 
 The PowerPoint Presentation should consist of no more than 8-15 slides. Course 
Name & Code, Group identification (Eg GR01), the names and position of each 
member included on the first slide. 
 The introduction must have an overview of the case facts to be addressed. In 
addition, the information in the body of the presentation must be relevant, logical, 
and linked to the topics and introduction.
 The conclusion should summarise the information and recommendations presented.
 At least four references must be used and cited.
 The final presentation document should be agreed to by all members prior to 
submission. If however, a member of the Executive Management” team is 
uncooperative and/or unwilling to contribute to this assignment this should be 
mentioned by the “General Manager” or another “Manager” as an accompanying 
note to the assignment. This note should be no more than 250 words.
 Failure to participate or contribute to the group assignment will result in a loss of 
mark.
 Similar to a work environment, team members are strongly encouraged to motivate 
their peers to participate.
 Convert the PowerPoint to Portable Document Format (pdf).
 Place in the Assignment Drop Box by the given due date

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