For seven years, until last July, Tomáš Mohr served as Director of Passenger Transport Operations at Czech Railways. Altogether, he spent twenty years with the company in a variety of positions. Among other roles, he worked in the Strategy and Information Technology Department, the Projects Department, Marketing and Investments. It would therefore be fair to say that he knows Czech Railways down to the very last sleeper.
What were those years like, and which changes proved to be the most revolutionary?
Those years were dynamic and motivating, and as my work gradually became something of a hobby, they were truly rewarding. Every stage of my career had something unique about it and brought different experiences. Naturally, there were also extremely demanding periods when you reached rock bottom. But that is part of the journey. If you want to grow and move forward, you have invest a great deal of yourself. I was fortunate that, from the very beginning of my career at Czech Railways, I worked with colleagues from many different levels of the company. That gave me a broad perspective on how things worked across the organisation, which was – and I believe still is – one of the key factors in making sound decisions and setting the right direction. Looking back, I see several fundamental steps and changes the company went through. Almost every few months brought something significant. It began with the establishment of the subsidiary companies ČD Cargo and DPOV. That was followed by the long period of subsidy programmes for the purchase of trains for regional transport. Preparing and negotiating those projects from start to finish was an outstanding learning experience. Few people realise that this period also saw the creation of the suburban “S” rail network. I could probably still find the very first diagram of the Prague suburban S lines somewhere in the archives – it was drawn in our office at the time. The company underwent several organisational changes, but one of the most significant was separating operations management from vehicle maintenance. That project marked the beginning of the next stage of my career and remains one of the best periods I experienced. It was made even more rewarding by the fact that we built an outstanding team of people who all pulled in the same direction. Of course, we did not always agree at the beginning, but thanks to open communication we always reached a shared decision. Another major milestone, this time in operations, was the introduction of ETCS. It was a project that primarily affected railway operations while also having a substantial impact on investment, operating costs and operational staff. Every one of these projects influenced the company, and throughout all of them my goal was always to implement changes that would genuinely benefit Czech Railways.
Did the implementation of ETCS proceed according to plan? After all, it required modifications to locomotives, some locomotive classes had to be withdrawn, and drivers had to learn entirely new procedures.
It is true that ETCS was a major test not only for railway operators. However, thanks to close cooperation and coordination across several departments, we managed to achieve our objectives. Czech Railways launched its first public tender for onboard ETCS equipment for locomotives well in advance. Decisions had to be made about which locomotive classes had a future, and which did not, a fleet renewal strategy had to be developed, technical specifications for the tender had to be prepared based on the available documentation, and many other issues had to be addressed. The procurement strategy itself evolved in response to feedback from potential suppliers. The original intention of procuring one unified solution for all locomotive classes ultimately resulted in separate tenders for individual classes. The early stages were certainly not easy, and as the deadline for exclusive operation under ETCS approached, the pressure continued to grow. Access to public funding also played an important role, as the investment costs associated with introducing the system were substantial. Equipping the vehicles was only one part of the process. Operational staff also had to be trained. Before that could happen, experience had to be gained, and training materials prepared. Thanks to the tremendous commitment of selected operational staff, we successfully completed that phase as well, ensuring that the operator was fully prepared for each stage of ETCS implementation. At the beginning, even I found it difficult to imagine driving a train without traditional lineside signals. It was only through implementation, testing, trial operations and solving practical issues that I personally came to appreciate the advantages of the system. New technologies bring new ways of working and change established practices. The professionalism of railway staff plays a crucial role in making such changes possible, even when they are far from easy, and that is something we should always bear in mind.
What are the biggest challenges facing Czech Railways in the coming years?
One of the greatest challenges for Czech Railways will be coping with the impact of market liberalisation. The company faces the loss of some long-distance and regional services while at the same time competing in further public tenders. Losing operating contracts means addressing staffing issues in the affected regions, deciding how to deal with property assets and managing the associated operating and overhead costs. On the other hand, Czech Railways has successfully retained or regained operations in some areas, where the challenge will be to ensure reliable service while achieving the financial assumptions on which the original bids were based. The company will most likely have to undergo some form of restructuring at every management level, introduce process changes, reassess investments and review its overall strategy. There will undoubtedly be many unpopular decisions that management must not be afraid to make. If Czech Railways wants to remain competitive as the market continues to open, it will also need to reconsider its approach to long-term contracts in areas such as cleaning services, IT and marketing, focus more on new technologies, review its public procurement procedures and seek new sources of financing for fleet acquisitions. Another major challenge, particularly from a cost perspective, is ensuring the maintenance, servicing and repair of rolling stock. This will remain one of the company’s key priorities, including for its subsidiary DPOV.
What have you been doing since leaving Czech Railways? Have you remained in the railway sector?
After a short career break, I received an offer from the private sector. The company focuses on the acquisition, leasing, modernisation and financing of railway rolling stock. More recently, its portfolio has expanded to include urban public transport as well. I see combining my professional experience in the railway industry with the financial sector as an excellent opportunity to broaden my expertise. Railways and everything connected with them remain one of my greatest personal and professional passions for me, so I hope my career will continue to be closely linked to this world.
Train driver
Tomáš Mohr holds a train driver’s licence. But could he still climb into a locomotive cab and drive a train today? “It’s like riding a bicycle – you never forget,” he says with a smile. “The important thing is to distinguish between two situations: sitting down in a locomotive that has already been prepared for service and driving it or preparing the locomotive for operation yourself and then driving it. The second option is naturally more demanding. If you have not worked with a particular locomotive class for a long time, preparing it for service feels a bit like sitting a final exam all over again, and sometimes it involves quite a bit of sweat. That makes you even more cautious and much more aware of everything you are doing. Fortunately, I still have opportunities to get into the cab from time to time, and whenever I can, I gladly take advantage of them because it remains one of my greatest passions in life, especially when it comes to some of my favourite locomotive classes. And if anyone wonders whether that is compatible with a managerial position, my answer is a definite yes. To some extent, it is a form of relaxation for me because driving requires a completely clear mind and full concentration. In my previous role, it also allowed me to stay in touch with the real operational side of the railway, and that often gave me a different perspective when making management decisions.”
CV BOX
Tomáš Mohr (born on 7 September 1980 in Vítkov, in the Opava region) is the former Director of Passenger Transport Operations at Czech Railways.
After graduating from the Secondary Technical School in Šumperk, he studied at the Jan Perner Faculty of Transport Engineering at the University of Pardubice, specialising in Transport Management Technologies.
Following a one-year period at T-Mobile, he joined Czech Railways in 2005. During his career there, he served, among other positions, as Head of the Strategic and Subsidy Projects Department and Director of Rolling Stock Operations. He was Director of Passenger Transport Operations from September 2018 until July 2025.
He currently serves as Chief Operating Officer and Member of the Board of Directors at CREDITAS Mobility a.s.
He is married and enjoys travelling, high-altitude hiking, golf and railway modelling.
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