Tomáš Tóth took over as head of the Správa železnic (Railway Administration) only recently, yet within his first months he has already set a markedly more cost-efficient and open course. He is simplifying management, cutting unnecessary expenses, and reshaping relations with suppliers. In the interview, he outlines the first concrete results and where the savings will be directed.
You assumed the role at the beginning of February. What were your first impressions after taking over an organization with seventeen thousand employees?
I was surprised by how quickly everything progressed. The first steps toward more direct management of the Railway Administration were approved by the supervisory board, and we also discussed them with the trade unions. In such a large organization, I expected a certain level of resistance to change, but on the contrary, we managed to reach consensus relatively quickly.
What changes will take place within the Railway Administration?
Given how smoothly everything went, some changes can already be described in the past tense. From the beginning of April, for example, we have changed the system of operational management and simplified our management structure. Preparation of public tenders and commercial activities has been centralized into a single department. Thanks to these measures, we were able to eliminate 142 positions, which has generated significant savings. We are also reducing costs in other areas, such as marketing, IT, and legal services. In total, we will save CZK 350 million this year, which will primarily be used for preparing investment projects.
These measures concern the Railway Administration itself. But under your leadership, changes have also been introduced in relations with business partners. What is driving them?
Put simply, the main objective is again cost savings. At the same time, construction companies and technology suppliers – both domestic and international – will benefit, as they will have greater access to our contracts. We will open tenders to a broader pool of applicants, simplify qualification requirements, and reduce administrative barriers that previously prevented smaller or foreign companies from participating. For foreign bidders, we will recognize selected certifications from their home countries. In the case of larger projects, we will divide contracts by individual disciplines – separately seeking contractors for construction works, technological systems, and overhead line infrastructure and power supply.
How are companies reacting to this new approach?
The changes are naturally resonating across the market. I understand that some suppliers may have had concerns, as they first learned about these changes through my initial media interviews. That is why we presented our plans at the Railway Administration’s Supplier Day, where the feedback has so far been largely positive. We heard this already during the event itself, held in mid-April, which attracted significant interest from both domestic and international companies. Around 250 participants attended in person in the historic Fantova Building at Prague Main Station, with another 150 joining online. The aim was not only to present technical requirements and approval processes for products used on the Czech railway, but also to outline our investment plans for the coming years. This marked the first step toward maximum transparency and the beginning of a long-term dialogue.
What do you expect from involving a broader pool of companies in tenders?
Greater competition, lower costs, and, as a result, more room for the further development of the Czech railway network. That said, all these changes will require substantial effort on our part. This approach is not entirely new in Europe – similar models are used by Austrian ÖBB, Belgian and Spanish railways, and to some extent also by German railways – but for us it is a major step forward. It will require ongoing dialogue during individual tenders and more complex coordination during construction.
Do you already have concrete confirmation that you are moving in the right direction?
Yes, we do. I can point to savings in five public contracts this year, covering routine maintenance of key lines as well as modernization of the section between Kolín and Kutná Hora. In these five projects alone, we are saving more than CZK 800 million. This allows us to launch additional repairs this year that were originally planned for next year. Another example is the adjustment of project scope in some planned constructions. For instance, in the revitalization of the Kostelec u Jihlavy – Telč – Slavonice line, rationalization measures have reduced costs to two-thirds of the original estimate.
What are the key projects of the Railway Administration in the coming years?
Public investment in railways must translate into visible results. We monitor whether projects shorten travel times, increase capacity, and improve reliability. That is why completing the Prague – Airport – Kladno line is among our priorities. It will significantly transform daily commuting for a large part of the Central Bohemian Region and finally provide a direct rail link between Prague city center and the airport. This year, we are launching the longest section, from Prague-Ruzyně to Kladno – approximately 15 kilometers, which will be double-tracked and electrified, with speeds increased to up to 145 km/h. Even here, we achieved substantial savings – around CZK 500 million. At the same time, we are addressing modernization and capacity expansion of overloaded hubs and lines around major cities, as well as strategic international connections. A typical example is the western corridor from Plzeň toward Bavaria, including the modernization of the Plzeň – Domažlice line, which is crucial for both passenger and freight transport and for the competitiveness of the Czech economy.
Rationalization is also being discussed in connection with high-speed rail projects. What are the current plans in this area?
For high-speed rail, we are focusing on building a backbone network connected to neighboring countries. I expect it to run from Germany through Ústí nad Labem, Prague, and Brno to Ostrava and further to Poland, and from Brno via Břeclav to Slovakia and Austria. This approach significantly reduces overall project costs – from the originally estimated CZK 1.2 trillion to roughly half. Even so, it will accelerate connections between many cities and relieve congestion on existing lines, allowing for more regional and freight services. We need to determine the level of EU funding for high-speed rail construction, which is why we continue negotiations with the Ministry of Transport regarding post-2028 funding programs. We aim to begin construction of the first high-speed sections after 2028, with the core network completed by 2042. Construction will proceed in phases, with completed sections integrated into the conventional network so that benefits can be realized progressively with each finished segment.
CV BOX
Tomáš Tóth (born July 1, 1981, in Pardubice) is Director General of the Správa železnic (Railway Administration).
He graduated from the Jan Perner Transport Faculty at the University of Pardubice, specializing in transport management, marketing, and logistics.
He has worked in the railway sector since 2006, when he joined Czech Railways and contributed to the establishment of ČD Cargo, where he focused on finance and controlling. From 2018, he served as Executive Director of ČD Cargo, and from 2020 to 2025 as Chairman of its Board.
Since February this year, he has been in charge of managing the Správa železnic (Railway Administration), and since May he has served as its Director General.
Cycling is his lifelong passion.
reklama
