The main principle is that every ruble spent and invested should benefit and work for the efficiency of the industry.

The implementation of the tasks set by the Structural Reform Program has shown that the company is able to develop and adapt to the needs of the market. This is demonstrated by the analysis of the performance indicators of Russian and foreign railways. The load load on the network of JSC “Russian Railways” is the second in the world after China, and it is almost 9 times higher than in Germany. With the length of the network two times less than in the USA, Russian railways provide cargo turnover comparable to first-class roads in North America, where there is practically no passenger traffic, and passenger traffic volumes are 2 times higher than such passenger-oriented systems as the railways of France and Germany. It is obvious that Russian railways have their own unique path of development, taking into account the scale of the technological, technical, economic and social challenges facing the industry.

Historically, the railway transportation process management system consisted of 4 levels: divisions of the Company’s central office – relevant services in the railway administration – departments in railway departments – railway stations. Each of these divisions, starting from the transportation services in the departments of roads, was in dual subordination: functionally – to the department of transportation Management, and administratively – to the heads of the railway and departments. Such a management mechanism led to contradictions in solving the company’s strategic tasks set at the central level and tactical ones at the regional level.

To eliminate these contradictions, the implementation of new solutions in the transportation process management system, on June 2, 2009, the Board of Directors decided to create a Central Directorate of Traffic Management – a branch of JSC “Russian Railways”.

The formation of a vertically integrated transportation process management structure in the context of the continuation of the structural reform of the development of the Russian Railways Holding corresponded to the target model of the railway transport services market approved in May 2007 at a meeting of the Government Commission on the Development of Industry, Technology and Transport.

The creation of the Central Directorate of Traffic Management (hereinafter referred to as the Central Directorate) completed the transition from a four-level train traffic management scheme to a three-level one, primarily due to the concentration of the dispatching apparatus of regional directorates, while interacting with the other directorates of the production unit, the Central Directorate concentrates in its hands the entire complex of functions related to the organization and management of transportation throughout their cycle.

In the context of the ongoing changes in the transport market, throughout the entire period of the Central Directorate’s activity, the technological tools used were constantly improved, the management system was consistently developed.

The centralization of train traffic management allowed for the introduction of end-to-end technologies and the application of landfill traction control principles.

It should be noted that the improvement of the management principles in the Central Directorate has allowed to create an effective structure that responds promptly to changes in the transport services market.