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The market for Underground Tunnel Safety
Research Thesis
Mariela de Jong (49521)
CU14697 Research Thesis
HZ University of Applied Sciences
10/06/2014
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Title Page The market for Underground Tunnel safety
Research Thesis
De Jong, M., 49521
2013-2014, International Business and Languages - 4
CU14697 Research Thesis
Supervisor: Bijkerk, B.
10-06-2014
HZ University of Applied Sciences, Vlissingen
The Netherlands
Version 1
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PREFACE AND ACKNOWLEDGEMENTS The report in front of you represents my graduation project which forms part of my trajectory as International
Business and Languages student at the HZ University of Applied Sciences in Vlissingen, in the Netherlands.
This career comprises a great diversity of subjects. Economic, marketing, language courses and many more
subjects characterize this for four yearlong studies. The possibility to move across borders and being able to
speak several languages, were the main reasons for being committed to such educational Bachelor programme.
It was a great pleasure and an enriching experience for me to work on this project on behalf of Vigiles. Above all,
it was a challenge to carry out this research; in a field I have never been in contact with, namely underground
road tunnels. Besides, for four months I had to surpass frequently a tunnel which is situated between my home
town and the company Vigiles. Almost everything would remind me of this project, even a T-shirt I got from my
cousin from the Dominican Republic. Reading: ‘’below the earth 1956 tunnel to infinity’’.
Firstly, I would like to thank my supervisors, Mrs. Bijkerk (thesis supervisor) and Mr. Meijering (in-company
mentor) for their help and support. Finally, I would wish to thank all co-workers of Vigiles.
I wish you all the best of luck.
Mariela de Jong
Vlissingen, June 2014
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INDEX Title Page .............................................................................................................................................. 2
PREFACE AND ACKNOWLEDGEMENTS ............................................................................................... 3
EXECUTIVE SUMMARY ......................................................................................................................... 7
RESUMEN EJECUTIVO ......................................................................................................................... 9
1 INTRODUCTION ............................................................................................................................... 11
Vigiles Ltd. ........................................................................................................................................... 11
Reason ................................................................................................................................................ 11
Objective ............................................................................................................................................. 11
Central question and sub-questions ....................................................................................................... 11
General Overview ................................................................................................................................. 12
2 COMPANY PROFILE ........................................................................................................................ 13
2.1 Description of the company .............................................................................................................. 13
Products and Services .......................................................................................................................... 14
History ................................................................................................................................................. 14
Mission ................................................................................................................................................ 14
Vision .................................................................................................................................................. 14
Target group ........................................................................................................................................ 14
Company Goals ................................................................................................................................... 14
2.2 Business environment ..................................................................................................................... 15
Clients ................................................................................................................................................. 15
Suppliers ............................................................................................................................................. 15
Substitutes ........................................................................................................................................... 15
Internal competition .............................................................................................................................. 15
Trends Safety....................................................................................................................................... 16
Market environment .............................................................................................................................. 16
3 THEORITICALFRAMEWORKS .......................................................................................................... 17
3.1 Growth strategies ............................................................................................................................ 17
3.2 Market research .............................................................................................................................. 18
3.3 Internal and External analysis........................................................................................................... 18
3.3.1 Company profile and 5 forces model .............................................................................................. 18
3.3.2 Potential customers analysis ......................................................................................................... 18
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3.3.3 International Segmentation ............................................................................................................ 18
3.3.3.1 Country analysis ........................................................................................................................ 19
3.3.4 Determination Segments attractiveness .......................................................................................... 20
3.3.4 Target group determination ........................................................................................................... 20
3.4 Tunnel Safety ................................................................................................................................. 21
3.5 The market of Tunnel safety ............................................................................................................. 21
3.5.1 Designing phase .......................................................................................................................... 21
3.5.2 Commissioning phase................................................................................................................... 22
3.5.3 Operating Tunnel ......................................................................................................................... 22
3.5.4 The market for tunnel training ........................................................................................................ 22
3.5.4.1 EU minimum requirements for tunnels ......................................................................................... 22
3.6 Theoretical conclusion ..................................................................................................................... 23
4 RESEARCH METHODS ..................................................................................................................... 24
4.1 Potential customers ......................................................................................................................... 24
These questions are linked to the marketing theory which implies that companies cover up ................................ 24
4.2 Country analysis & Segmentation ..................................................................................................... 25
4.3 Evaluation attractiveness segments .................................................................................................. 26
5 FINDINGS......................................................................................................................................... 27
5.1 Potential customers ......................................................................................................................... 27
5.2 Country analysis & Segmentation ..................................................................................................... 27
5.2.1Results pre-filter ............................................................................................................................ 27
5.2.2 Results final-filter .......................................................................................................................... 27
5.3 Evaluation viability of segments ........................................................................................................ 28
6 DISCUSSION .................................................................................................................................... 29
7 CONCLUSIONS & RECOMMENDATIONS .......................................................................................... 33
7.1 Conclusion ..................................................................................................................................... 33
7.2 Recommendations .......................................................................................................................... 35
References .......................................................................................................................................... 37
Appendix ............................................................................................................................................ 39
Appendix A ............................................................................................................................................................ 40
Data potential customers
Appendix B ............................................................................................................................................................ 45
Country analysis data
Appendix C ............................................................................................................................................................ 52
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Data potential segments Switzerland
Appendix D ............................................................................................................................................................ 67
Data potential segments France
Appendix E ............................................................................................................................................................ 83
Data potential segments Italy
Appendix F ............................................................................................................................................................ 97
Competitive analysis
Appendix G ............................................................................................................................................................ 98
Personal communication list
Appendix H ............................................................................................................................................................ 99
Interview: target group requirements
Appendix I............................................................................................................................................................ 100
Target group determination
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EXECUTIVE SUMMARY
This research has been carried out on behalf of the safety consultancy company Vigiles, situated in Terneuzen,
the Netherlands. Among other things, Vigiles is specialized in matters concerning underground safety and
currently the company is occupied with a plan for realization of an international safety centre along with five
partners, namely BAM, Westerschelde tunnel, G4S, H2K and ContainR Media.
The safety centre would consist of a diversity of facilities where mainly integral-scenario training would be
possible. Furthermore, the centre would provide test and research possibilities. One of the facilities would
certainly be an underground tunnel.
The market for underground tunnel safety comprises different organizations which offer specialized services. Due
to the complexity of the services which would be offered at the safety centre it would be inconceivable to serve
and focus on all parties involved. This research draws attention to those parties which would be most likely to be
targeted for the market of underground tunnel safety.
Methods of analysis mainly include qualitative research and desk research in order to cover the main issue:
Which target groups can be identified from the market of underground tunnel safety? Results indicate the
potential customers, three ad-hoc countries - Switzerland, France and Italy - for the market of underground tunnel
safety and finally a ranking of the most attractive target segments for this specific market.
The first step in this research was to indentify all potential customers. This was done by studying all parties
involved,
a. at the design phase of a tunnel,
b. at the commissioning phase of a tunnel,
c. at the operating tunnel phase and
d. by looking at parties involved during tunnel accidents.
The following potential customers were identified: emergency services, tunnel users, safety officers, tunnel
managers, tunnel staff, crisis teams, cargo/towing services, inspection entities, scientific institutions and
administrative authorities. Then, in order to create measurable segments, a country analysis led to the most
suitable European countries for such market. These were Switzerland, France and Italy. By connecting these
countries with all potential customers, segments were created. However, to establish target groups, each
individual segment had to be analyzed by looking at its size growth/trends and structural attractiveness. This
analysis led to a ranking of at least eight target groups per country. The five most attractive segments identified
were the fire brigade, tunnel staff, police, ambulances and truck drivers. Depending on the objectives, resources,
value proposition and competitive advantage of Vigiles they would decide which targets to select from the
established list.
Main conclusions
Increase in urbanization leads to more underground tunnels in our society which results in a higher
demand for underground tunnel safety as more tunnels are being built.
Products/Services which Vigiles would offer would be of high social importance as they will improve
overall tunnel safety.
Drastic tunnel accidents show the need of improvement in underground tunnel safety.
The current market for underground tunnel safety is driven by law (regulations oblige certain parties as
firemen to train in tunnels).
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The target groups which are established within this research can be divided in parties which are:
a. obliged by law
b. professional drivers
c. construction companies and
d. citizens
Recommendations
- Make an overview of the companies’ resources and objectives.
- Adapt services to the law requirements for underground tunnel safety.
- Encourage law enforcement for underground tunnel safety.
- Establish partnership with educational institutions which provide qualifications for professional drivers.
- Create partnership with standard driving schools in Switzerland and or Italy.
- Create a marketing communication plan with regard to the chosen target groups.
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RESUMEN EJECUTIVO
La presente investigación ha sido realizada para una empresa de consulta de seguridad, llamada Vigiles,
situada en Terneuzen, Holanda. Entre otras cosas su labor consiste y se especializa en dar consulta sobre
cuestiones relacionadas a la seguridad subterránea. Unida a cinco socios, a saber BAM, Westerschelde tunnel,
G4S, H2K y ContainR Media, la empresa está planeando la realización de un centro internacional de seguridad.
El centro, contaría con una diversidad de instalaciones donde sería posible llevar a cabo (integralmente) diversos
escenarios. Además, en él se podrían realizar investigaciones y habría la posibilidad de llevar a cabo
simulaciones. Cabe mencionar que una de las instalaciones consistiría en un túnel subterráneo.
El mercado de seguridad para túneles subterráneos cuenta con diferentes organizaciones que ofrecen servicios
especializados. Debido a la complejidad de los servicios que ofrecería el centro de seguridad, el servir a todos
los partidos a la vez no sería viable. Por tanto, la presente investigación intenta señalar qué partidos son de
mejor interés para el mercado de seguridad para túneles subterráneos.
El método de análisis utilizado incluye métodos cualitativos de investigación y sobre todo investigación
documental para poder dar respuesta a la cuestión principal: ¿Qué grupos meta se pueden identificar para este
mercado? Los resultados muestran la clientela potencial, tres países ad-hoc Suiza, Francia e Italia y por último,
una clasificación de los segmentos meta más favorable para este mercado específico.
El primer paso dado en esta investigación fue la identificación de los clientes potenciales,
a. durante la etapa de diseño,
b. la etapa de aprobación,
c. la fase de túneles en servicio y
d. estudiando los partidos involucrados durante accidentes en túneles.
Se identificaron los siguientes servicios potenciales: servicios de emergencia, usuarios de túneles, responsables
de seguridad, gestores de túneles, empleados de túneles, equipos de salvamento, servicios de remolque y
carga, organismos de inspección, instituciones científicas y autoridades administrativas. A continuación, para
formar segmentos medibles se llevó a cabo un análisis de país que resulto en los tres países más atractivos para
este mercado: Suiza, Francia e Italia. Los clientes potenciales fueron acoplados a estos tres países y fue así
como los segmentos para el mercado fueron establecidos. Sin embargo, para crear grupos metas cada
segmento individual tenía que ser analizado por medio de observación de: volumen, tendencias de crecimiento y
atractivo estructural de cada segmento. El análisis resultó en una clasificación de al menos ocho grupos meta
por cada país. Los cinco segmentos más atractivos resultaron ser los bomberos, los empleados de túneles, la
policía, las ambulancias y los camioneros. Dependiendo de los objetivos, los recursos, la propuesta de valor y la
ventaja competitiva de Vigiles ellos decidirían a qué grupos meta de la lista establecida prestarían sus servicios.
Conclusiones principales
Crecimiento de la urbanización hace que más túneles subterráneos sean construidos dentro de nuestra
sociedad. Lo cual es favorable para el mercado de la seguridad para túneles subterráneos.
Los servicios y productos que Vigiles ofrecería son de gran importancia social dado a que mejorarían la
seguridad para túneles en general.
Accidentes drásticos de túneles muestran la necesidad de mejoramiento de seguridad para túneles
subterráneos.
Hoy en día el mercado de seguridad para túneles subterráneos es regulado por la ley de túneles por lo
cual algunos partidos están obligados a recibir educación y entrenamiento concerniente a la seguridad
de túneles como por ejemplo los bomberos.
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Los grupos meta identificados por medio de este investigación se pueden dividir en cuatro partes:
a. servicios obligados por la ley
b. conductores profesionales
c. empresas de construcción y
d. ciudadanos
Recomendaciones
- Hacer un resumen de los recursos y objetivos de la empresa.
- Adaptar los servicios a los requisitos de la ley para la seguridad de túneles subterráneos.
- Estimular más rigidez en la ley de seguridad para túneles subterráneos.
- Establecer una asociación con instituciones educativas que ofrezcan calificaciones a los conductores
profesionales.
- Establecer una asociación con escuelas de conducción en Suiza y o en Italia.
- Crear un plan de comunicación por medio de marketing para los grupos meta elegidos.
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1 INTRODUCTION
Vigiles Ltd.
The company Vigiles is located in Terneuzen, in the Netherlands and this company is specialised in safety
matters. In brief it supports, consults and guides public organisations as well as private organisations concerning
physical safety. Furthermore, it is specialized among fire safety, underground safety and European projects. In
addition, Vigiles conducts projects concerning disaster and crisis control, occupational health and safety, interim
management and it provides training courses. Lastly, Vigiles is active particularly on national level at the moment.
Reason
This research is set up on request of Vigiles Ltd., a fire safety and physical safety consulting company. Moreover,
this paper is part of a Bachelor thesis regarding the career International Business and Languages at the HZ
University of Applied Sciences.
Presently, Vigiles sees an opportunity in entering the international market of underground tunnel safety through
the placement of a safety centre in Terneuzen, offering high-value services as realistic scenario training, research
and test possibilities with the main aspiration to improve overall physical safety in the world by integration of all
parties involved at accidents. It would include basic fire men trainings offered by partners involved at the
international safety centre as well as services with regard to underground tunnel safety. In corporation with vive
partners a plan for the realization of an international safety center is launched. These partners are: BAM,
Westerschelde tunnel, G4S, H2K and ContainR Media. The main focus for the centre would be on the maritime,
industrial industry and customers involved with underground tunnel safety.
These potential groups need to be analyzed first, to eventually transmit a decent targeting plan. Which segments
are durable? , and for which segment superior added value can be created? , are questions which arrive. Apart
from those questions, how can this safety centre enter the international market? , is an important issue to discuss.
Entering an international market requires market research which would result in promising target groups and
would create a new international growth opportunity for Vigiles.
Internationalization brings a lot of benefits to an organization as a better competitive position, stimulation for
innovation, more growth opportunities and chance of survival, cost reduction, bigger area of distribution, a larger
network and potential on the market.
Objective
The purpose of this study is to identify promising target groups as foundation to create a marketing
communication plan and strategy in the future when the whole of the business case concerning the placement of
the international safety centre turns out positive.
Central question and sub-questions
The main question is formulated as: Which target groups can be identified from the market of underground tunnel
safety?
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In order to answer the main question (Which target groups can be identified from the market of underground
tunnel safety?) the following sub-questions are formulated:
1. Who specifically are potential customers for the market of underground tunnel safety?
2. Which different segments can be created for the market of underground tunnel safety?
3. Which segments are attractive enough to be converted into a target group?
General Overview
This document can be divided in seven sections. Whereas, the first chapter which you are reading forms the
introduction, chapter two discusses the company profile and business environment of the safety consultancy
company Vigiles, the third chapter determines and goes into the theoretical frameworks used as foundation for
this research, chapter four comprises the research methods utilized in order to provide the research results which
are revealed in chapter five, in chapter six a discussion among the theoretical frameworks and the results is
established. Lastly, in chapter seven the conclusions and recommendations for the company Vigiles are drawn
down.
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2 COMPANY PROFILE
2.1 Description of the company
Vigiles is an expert in the field of fire safety and physical safety. The company relies on specialists who possess
about 20 years of expertise on the ground of safety, especially in the area of fire safety, emergency services,
businesslike provision of services and consulting services. (Vigiles, n.d.)
One of the specialists is Jeroen Meijering (consultant physical safety). Jeroen started working in the emergency
services sector as ambulance paramedic. Then, he took position as a firemen commander and circle manager.
His experience has converted him in an expert on the field of crisis management, industrial safety, tunnel safety
and maritime incident repression.
Another expert within Vigiles is Luc Wassenberg (consultant physical safety), he is specialised in consultation of
(international) safety issues. He has over 10 years of experience with operational, tactical and strategic issues
concerning physical safety. His differentiated view on safety issues relies on his background fulfilling a
combination of economic and technical studies. In addition, he knows how to take in account cultural aspects due
to his international background. Furthermore he is also active as voluntary field officer on duty and fire-brigade
diver.
Apart from Luc Wassenberg and Jeroen Meijering as well Matthijs Bakker (consultant fire safety) is active within
Vigiles. With a completed degree of fire-brigade management and experience as team leader of risk repression
he has obtained knowledge on the field of physical fire and tunnel safety. Due to his operational experience as
field officer on duty of the safety region Zeeland, the Netherlands, he knows what possibilities and also
impossibilities there are among the fire-brigade.
The three experts discussed above are also the directors and creators of the company Vigiles. Other experts are
Jasper Wilderom, Jorg Neve and Martijn van Gils.
Jasper Wilderom (consultant fire safety) is specialised in fire safety. Therefore, he requires construction and
technical installation of fire safety facilities in buildings and he provides fire safety calculations. Jorg Neve
(consultant physical safety) is specialised due to his studies, in labour safety and corporate safety issues.
Martijn van Gils (consultant contract and risk management) is an all-round consulter and he is specialised in:
systems engineering, tunnel safety and contract management. (Vigiles, n.d.)
All consultants are driven by safety, and deliver practical advice using either the best existing solutions or
innovative new ones. Apart from (fire) safety consultancy, Vigiles offers their clients through secondment of their
professional managers, education of the staff and support of operational tasks as well as policy management
procedures.
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Products and Services
A summary is given concerning all services and products provided by Vigiles:
Fire safety
(fire calculations, baseline measurements and fire safety audits, escape simulations, review construction
plans and construction supervision, radiation calculation wood storage, master plan fire safety, principles
document and schedule of requirements, and fire control)
Underground safety (training, education and research projects)
EU projects and consultancy
Consultancy
Research
Education, Training and practice (Vigiles, n.d.)
History
Vigiles is quite new to the industry regarding safety consultancy. Only one and a half years ago the company is
founded by Matthijs Bakker and Luc Wassenberg. Afterwards, other experts have joined the company. The
company name Vigiles originates originally from Rome.
Six years after A.D. the capital of Italy (Rome) was almost completely destroyed by a huge fire. Due to this
experience a group named Vigiles started protecting the city from fire and operated as well as police cups in the
streets of Rome. (Vigiles, n.d.)
The company Vigiles identifies itself with the old Vigiles, as Vigiles applies a multi-disciplinary approach at all
time. Safety does not limit itself to just one certain theme. Instead it is connected to the whole environment.
Mission
Currently Vigiles does not have a mission written down on paper. However, their mission could be described as
delivering multi-disciplinary services among physical safety which do not disappear in desk reservoirs, but instead
are put in to practice effectively. (J. Meijering, personal communication, February 26, 2014)
Vision
As well as Vigiles’s mission the company does not have written down an official vision. However their vision could
be determined as playing an important role in the safety industry on international level by producing the best and
most innovative solutions. (J. Meijering, personal communication, February 26, 2014)
Target group
Principally, Vigiles targets the businesses industry, safety regions, local authorities and crises partners.
At the moment, the company is targeting the agriculture including farms, due to the facts that farms are extremely
vulnerable for fire and many fires have affected farms in the region of Zeeland.
By joining and participating within international EU projects Vigiles is also targeting the international market.
However, the aspiration to be more present on the international market is still great. (J. Meijering, personal
communication, February 26, 2014)
Company Goals
Vigiles’s main goal is to improve safety generally not by creating reports, however per contra by finding and
developing solutions which truly meliorate the safety in order to protect businesses’ core activities. (Vigiles, n.d.)
A more specific goal for Vigiles is achieving greater market share on the international market. (L. Wassenberg,
personal communication, February 26, 2014)
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2.2 Business environment
Clients
Principally, Vigiles serves the business industry, safety regions, local authorities and crises partners. Currently, it
is busy with numerous projects as a baseline measurement of fire safety for Marine Beach vacation location,
located in Zeeuws Vlaanderen (in the Netherlands), handing over knowledge and training modules concerning
fire repression in tunnels for the A2 tunnel of Maastricht, educating emergency services with regard to the
Waterwolf tunnel and many other projects.(Vigiles, n.d.)
Local authorities it serves are: Provincie Zeeland, Euregio Scheldemond, Gemeente Moerdijk, Provincie Noord-
Holland, Gemeente Beveren, Gemeente Terneuzen and as well the city Antwerpen in Belgium is a customer of
the company.
An example from a safety region the company serves is the ‘’Veiligheidsregio Hollands Midden’’.
Then a crisis partner it serves among others is ‘’Brandweer Zuid- Limburg’’ (Fire brigade)
Other customers are ‘’ELOPAK’’, an international carton packaging company, ‘’Bakkerslands’’, the biggest bakery
of the Netherlands, ‘’Electrawinds’’ an international energy company who produces green energy, ‘’Architecten
Meppel’’, an architect consultancy company, ‘’’Bladgroen’’, a consultancy company who consults projects
considering architecture, sustainability, planning and project communication among other things, ‘’Nedmobiel’’,
entrepreneur in mobility and infrastructure, ‘’OostappenGroep’’, a vacation park, ‘’Jaap Bakker’’, architectural
consultancy company, ‘’KloekPalletsKampen’’, provider of different type of pallets and wooden boxes and
‘’Wubben’’ a company who gathers used oils. (Vigiles, n.d.)
Suppliers
Vigiles does not rely on any suppliers. (J. Meijering, personal communication, February 30, 2014)
Substitutes
These organizations are considered to be substitutes (organizations offering not the same but likely similar
services through different organization forms) of the consultancy on safety company:
Safety regions, Fire-brigade, NIVF (academy for fire-fighters), NVVK (Dutch safety society), Educational institutes
of physical safety as Saxion. (J. Meijering, personal communication, February 26, 2014)
Internal competition
There are many consultancy companies for physical safety in the Netherlands. However each of them offers a
different gamma of services and manage their own expertise on the market, as for instance ‘’Nouwad’’.
Nouwad is specialized in giving advice and education concerning fire safety, first aid, emergency response
officers, evacuation plans, dangerous substances, substantive and juridical advice with regard to safety and
environmental legislations and external safety. (Nouwad, 2013)
Another company is ‘’Scherp in Veiligheid’’. This company has experience among all possible issues concerning
safety, as crisis management and events safety. Their goal is to create an as safe environment as possible.
(Scherp in veiligheid, 2014)
Also the company ’’ Eisergon’’ finds itself within Vigiles’s business environment. This company is focused on
organizational issues wherein safety stands central. (Eisergon, 2014)
Furthermore, the company NABR is a company concerned with safety. This company guides complex building
projects and gives advice in the field of safety. (NABR, n.d.)
16
Vigiles differentiates itself from others by its wide range of experience on the field of physical safety in general,
flexibility in doing research, trainings or provision of education, with the main focus on fire safety and underground
safety. In addition, another element which differentiates the company from others is its involvement with EU
projects.
Trends Safety
Amongst safety there are many trends as for instance the movement from prevention to repression. (Hagen,
2013) This means people are more likely to be prepared to react to incidents instead of only concerning how to
prevent them.
Besides, there is the tendency to make use of social media to increase the effectiveness of safety operations by
sharing photos of an incident for instance. This would help the emergency manager or public safety official to see
where and how serious an incident is before even arriving at the location. (MCKay, 2014)
Furthermore, there is a higher requirement of supreme education in the field of emergency services and public
safety due to previous serious incidents as the terrorism attack which occurred the 11th of September 2001.
(MCKay, 2014)
This has also lead to evolving terrorism threats because of an increasing number of cyber, power grid, water plant
and other infrastructure in the US. (MCkay, 2014)
In addition, there is the movement of collaboration between private and public sector in order to deliver better
quality and results. (J. Meijering, personal communication, February 19, 2014)
Likewise, mobile video surveillance is being used more often to monitor safety. (NICE, 2014)
Lastly, regionalization of the fire-brigade in NL, IT and in other countries is an upcoming trend of safety. (J.
Meijering, personal communication, February 19, 2014)
Market environment
Vigiles finds itself in a monopolistic competitive market environment. For the reason that there are many other
players present in their business environment. Despite this fact, Vigiles differentiates their services and positions
itself as expert provider of services with the consideration of fire safety and underground safety, entrusting their
long-term experience in the field of safety.
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3 THEORITICALFRAMEWORKS
In these frameworks the theory linked to the problem posed in this research will be deepened out. With the focus
on grow strategies, internal and external market research, international segmentation, targeting, and lastly the
market of underground tunnel safety.
3.1 Growth strategies
According to the growth strategies matrix of Ansoff (Kotler, Armstrong, Saunders, Broere & Wong, 2010) there
are four strategies which result in growth opportunities for a business. These are market penetration, product
development, market development and diversification.
‘’Market penetration’’ is a growth strategy which
includes selling existing products on existing
markets. By increasing the market share of
products and by increasing ass well the usage
of products by existing customers, market
penetration is realized.
‘’Product development’’ is defined as a growth
strategy where new products are introduced on
existing markets.
For this strategy it is of most importance to get insight of the customer’s needs in order to fulfill them with new
products.
‘’Market Development’’ is a growth strategy which is described as selling existing products on new markets. This
strategy is of high risk because the fact that a business has to target unknown markets.
‘’Diversification’’ implies the growth strategy of selling new products on new markets. Also this strategy is of high
risk due to not having any experience and knowledge of the way new markets are going to respond to the new
product.
When looking at the company Vigiles it implements product development as growth strategy. The international
safety centre can be seen as the new product and the existing market consist out of potential customers who
have the need to be trained and educated in matters of safety as the police, firemen and other emergency
services. Vigiles and many other companies in the branch have indicated the demand for improved safety
trainings and exchange of knowledge through testing in order to improve overall safety in the world.
In accordance with the neo-Chamberlinian models (Kostas, 2003) while the market demand increases more
companies enter the market offering differentiated products to the market. This means companies will not affect
each other’s profit, as they all are differentiated and therefore serve a different part of the market.
However, this theory only applies to monopolistic competitive market environments (market environment where
differentiated products are offered). (Kostas, 2003) Usually new product launches occur in oligopolistic market
environments (market environment with only a few players) where profitability can be seen as a very uncertain
factor.
The neo-Chamberlinian models do apply for the company Vigiles because the business finds itself in a
monopolistic competitive environment. Due to augmentation of demand for realistic scenario safety trainings
another company revealed a plan regarding the placement of a safety centre in the Netherlands as well.
However, this centre will be focused on the local market and offer differentiated services in comparison with the
services Vigiles would offer through their safety centre.
Figure 1: Anshoff Growth strategies
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3.2 Market research
‘’Market research’’ is the process of gathering, analyzing and interpreting information for specified market
circumstances. In order to succeed internationalization and find promising target groups market research has to
be implemented. This is done by conducting an internal and external analysis. (Kotler et al., 2010)
3.3 Internal and External analysis
With an internal analysis a view of the current situation and market circumstances is established (See chapter 2
for the internal analysis). In addition the external analysis will give information about the market segments
principally which will determine eventually the attractiveness of each market segment for the market of
underground tunnel safety.
3.3.1 Company profile and 5 forces model
To give insight of the company Vigiles a company profile is drawn down. A company profile includes a description
of the company, history, mission, vision, target group of the company and company goals. (Kotler et al., 2010)
As well there has to be looked at the industry wherein Vigiles is operating. A great tool to give insight to a
company’s industry is the 5 forces framework of Porter. (Johnson, Whittington, & Scholes, 2011)
The five forces establish an industry’s structure
and are mostly used to identify the attractiveness
of entering a certain industry. Besides, it gives also
a great overview of the business environment.
Within the five forces the clients, suppliers,
substitutes, internal competition and trends among
safety which might form a threat or opportunity are
described. (Johnson et al., 2011)
3.3.2 Potential customers analysis
According to Kotler (2010) companies cover up customers’ needs by offering a value proposition which includes a
set of benefits that promise customer satisfaction (satisfaction of customer needs).
Through a prospect (potential customer) analysis there is looked at all parties which are involved among tunnel
safety, in other words who have need for tunnel safety. These parties are determined in section 3.5.
3.3.3 International Segmentation
‘’Market segmentation’’ can be described as the action to create segments of consumers on the market
consisting of similar needs and features. (Kotler et al., 2010)
International segmentation is similar only on a global level, outside the own domestic market area different
segments are created. (Kotler et al., 2010)
There are many different ways of market segmentation. For business to business markets there are the following
variables for segmentation: demographically, operationally, personal features, purchase policy and by looking at
situational circumstances as for instance need. (De Pelsmacker, Geuens & Van den Bergh. 2011)
Figure 2: 5 Forces Framework Porter
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For the company Vigiles there is firstly looked at situational circumstances as need by identifying all parties
involved with tunnel safety as described in section 3.5. In order to make the segments measurable the potential
customers are segmented as well on demographical level. This means the potential customers are segmented on
country level whereby the most attractive European countries for the market of underground tunnel safety are
identified.
Normally, companies look often at demographical variables on country level, such as the macro environment,
geographic position, political circumstances and economic circumstances plus cultural data also described as the
DESTEP analysis. (Ter Hofstede, Steenkamp & Wedel, 1999)
This method only proves the potential of the countries however there is no information in consideration of
response to marketing effort. It is more suitable to segment the international market by different types of
consumers instead of just countries. As a result the product can be linked to the features of the consumer’s
benefits and values. (Ter Hofstede et al., 1999)
3.3.3.1 Country analysis
In order to further segment the market for underground tunnel safety a country analysis is fulfilled. A model often
used to do business internationally is the BERI-Index. This model analyses the possible risk each country globally
may have. By giving scores to different indicators of country risk some favourable and unfavourable countries roll
out of the analysis (Leeman, 2010).
As well as the DESTEP analysis this model only judges global factors and does not give insight to industry
related specific factors.
Instead of applying the BERI-Index to indicate attractive countries for the market of underground safety there is
looked at the market of underground road tunnels, rather than using global factors there is looked at indicators for
the demand of tunnel safety on European level with the aim to create measurable, reachable and differentiated
segments (De Pelsmacker et al., 2011).
As the BERI-index this index consists of a pre-filter and final filter where scores are given to different indicators of
demand for the market of underground tunnel safety. (See also Appendix B)
According to a research of an Italian company (Palazzoli, 2007) that is specialized in electrical components for
application in difficult environments as tunnels, the length and the traffic volume increase the consequent risk in a
tunnel and likewise the complexity of tunnel projects. The research also states that tunnel features as for instance
lightening, ventilation systems etc. have to be taken in consideration in order to create a safer standard for all
European road tunnels and increase therefore tunnel safety. Furthermore, the research claims that recent tragic
accidents have proven the urgency to look at certain important tunnels features from a global scope which will
lead to more solid construction and installation technologies.
As result the following indicators for the demand of tunnel safety have been established:
Longest tunnels of Europe
Drastic tunnel accidents in Europe
Europe’s most dangerous tunnels
Tunnel spread Europe
Traffic volume tunnels in Europe
Finally, there is looked at the accessibility from a certain European country to the safety centre.
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3.3.4 Determination Segments attractiveness
After having completed the country analyses there is the urge to further analyse the market segments in order to
measure their attractiveness and create target groups. The attractiveness of a segment depends on the size,
growth, structural attractiveness of a segment and the company objectives and resources. (Kotler et al., 2010)
Size and growth: here there is looked at the size of each segment (quantity firemen, police etc. in a certain
country) and (growth) trends within each segment.
Structural attractiveness: here there is looked at the amount of competitors within each segment, the segment
organizational structure, segment state of use and whether a segment is obliged to undertake training,
responsibilities of each segment, the decision makers within a segment, and the budget of each segment.
Furthermore, in order to indentify competitors within different market segment a competitive analysis is
implemented. A competitive analysis is the process whereas the most important competitors are identified and
analysed for a certain company or industry by looking at the competitors’ objectives, strong and weak features
and estimation of their reaction patterns. Then, it is up to the company to choose which competitors it will attack
and which ones it will avoid instead. (Kotler et al., 2010)
Company objectives and resources: The company’s objectives can be found in chapter 2 and the resources for
the tunnel facility are still an uncertain factor and are therefore left out of this research.
3.3.4 Target group determination
The most attractive segments are converted into target groups.
A ‘’Target group’’ is a group consumers with similar needs or features which a company decides to serve (Kotler
et al., 2010).
Before defining a target group a targeting strategy has to be chosen. There are several targeting strategies,
serving just one segment, selective specialization targeting, product specialization and complete market targeting.
(De Pelsmacker et al., 2011)
Serving just one segment: A company chooses one segment to serve its product. The advantage of this
strategy is that the company can specialize itself way better then when it has to focus on several segments.
However, the company will depend on a segment which may change or be taken over by competitors.
Selective specialization targeting: A company selects several attractive segments to serve.
Product specialization: A company is focussed on product specialization which allows the company to sell the
product to different segments.
Complete market targeting: A company focuses with all desired products on all consumer segments.
The targeting strategy depends mainly on the business environment and resources and profitability of each
segment (Kotler et al., 2010).
If a company chooses for instance to serve just one segment, this segment has to provide enough return and in
addition be durable because the fact the company has no other segments to rely on. With the other targeting
strategies the return relies on different segments, one bigger then another.
For the company Vigiles the targeting strategy of selective specialization targeting has been selected. However,
Vigiles has stated it would serve as many attractive segments as possible and time will show with which ones the
company should stick.
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3.4 Tunnel Safety
The main purpose for tunnels has been described as ‘’Tunnels provide the means for vital connections between
locations and communities, while minimising the impact on the surface environment’’. (Arup, 2014)
Globally, the world’s road network keeps developing, which means more underground infrastructure is build.
Furthermore, the intensity of risk depends on the type of tunnel and the expected traffic volume. The current trend
shows that increase of road traffic volume results in intensification of the chance of risk. (Brebbia, 2010)
In addition, there are still many accidents in tunnels caused mainly by truck drivers. Examples of drastic incidents
are the accidents which occurred in two Swiss tunnels, namely the Gothard tunnel and the St. Bernard tunnel in
2001, 80 people were missing and 11 people dead. Not to mention the traffic chaos it caused in the heart of
Europe, since the closure of both tunnels. (MailOnline, 2014) Moreover, according to the Directive of the
European Parliament (2004) human error and neglect are the main causes of tunnel accidents.
Furthermore, the most important kind of accident in road tunnels is fire, which therefore leads to the demand for
knowledge and expertise among fire safety. (Brebbia, 2010)
3.5 The market of Tunnel safety
Tunnel safety has to be taking into account already when designing a tunnel, during the commissioning phase of
the tunnel and after the opening of a tunnel. Therefore, many different parties are involved and form part of the
market for underground tunnel safety.
3.5.1 Designing phase
Engineers design building sketches and tunnel builders pull off the exploitation of a tunnel (Directive of the
European Parliament, 2004). Each tunnel has its Tunnel Manager who is directly responsible of compliance of the
European minimum legislations for tunnels.
A Tunnel Manager can own more than one tunnel. For each tunnel the Tunnel Manager is obliged to nominate a
Safety Officer with prior approval of the Administrative Authority.
Each European country has to select one or more administrative authorities who have to ensure Tunnel
Managers are respecting the European minimum requirements by making use of Inspection Entities.
The Safety Officer can accrue from emergency services or either be someone within the tunnels staff.
Furthermore, the Safety Officer works independently and can operate in more than just one tunnel within different
regions. One of the responsibilities of a Safety officer is according to the European requirements for tunnel safety
to ‘’ensure coordination with emergency services and take part in the preparation of operational schemes’’.
Before tunnel builders can start building a tunnel the Tunnel Manager has to establish safety documentation.
These documentation shall describe according to the European requirements for tunnel safety ‘’ the preventive
and safeguard measures needed to ensure the safety of users, taking into account people with reduced mobility
and disabled people, the nature of the route, the configuration of the structure, its surroundings, the nature of the
traffic and the scope for action by the emergency services’’. In addition, the safety documentation must include an
opinion from an expert or possible Inspection Entity. Afterwards, a copy of the safety documentation has to be
forwarded to the Safety Officer. The Safety Officer will add his advice to the safety documentation. Then the
safety documentation has to be approved by the Administrative Authority.
If the Tunnel Manager receives an approval of the safety documentation by the Administrative Authority the
tunnel can be exploited. (Directive of the European Parliament, 2004)
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3.5.2 Commissioning phase
During the commissioning stage the Tunnel manager has to create among other things an emergency response
plan in corporation with emergency services (police, fire brigade and ambulances) taking in account people with
reduced mobility and disabled people. The Administrative Authority has to approve the safety documentation
enclosed with the Safety’s Officer opinion. After approval the tunnel can be opened to public traffic. Furthermore,
a copy of the decision will be send to the emergency services. (Directive of the European Parliament, 2004)
3.5.3 Operating Tunnel
During this stage periodic exercises shall be organized by the Tunnel Manager and emergency services in
corporation with the Safety Officer. (Directive of the European Parliament, 2004)
In addition, also scientific institutions can be interested in analyzing accidents in order to improve education on
the field of safety and ass well parties involved at tunnel accidents are identified for the market of underground
tunnel safety.
3.5.4 The market for tunnel training
The market for tunnel training is mainly focussed on intervention of emergency services within different
calamities. A secondary market consists out of test and research among tunnel safety.
3.5.4.1 EU minimum requirements for tunnels
By the Directive of the European Parliament a guideline which comprises the minimum safety requirements for
the Trans European road network (TEN) is established. The Trans European road network consists of all
European road tunnels surpassing at least 500 meters.
Some important requirements established in de guideline for tunnel safety on European level (2004/54/EG) are:
- In 2014 all road tunnels have to be renovated by the legislation as stated in the guidelines founded
in 2004 by the European Parliament and Board. Enormous long tunnels can get an extra 5 years to
implement the mandatory requirements.
- Every 4 years real practices under as realistic possible circumstances have to take place in each
tunnel which surpasses 500 meter. Each year simulation exercises have to take place in addition.
- When building a tunnel exercises are executed and evaluated before opening.
- For each tunnel (>500m) calamities risk plans are developed.
- Involved employees and emergency services get initial and continued education about tunnel
safety. (Directive of the European Parliament, 2004)
As emergency services and involved employees with consideration of a tunnel have to receive initial and
continued education according to the minimum requirements for road tunnels of the Trans European Road
Network established by the European commission the market for tunnel training is founded.
Due to the fact that the company Vigiles is specialized in the field of underground tunnel safety, it can profit from
increased urbanization which means more tunnels are being build, law enforcement among tunnels which oblige
certain parties as for instance the fire brigade to train and receive education among tunnel safety, and recent
tunnel accidents which lead to demand for improvement of tunnel safety.
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3.6 Theoretical conclusion
With regard to the problem statement the following conclusions are drawn down:
- All potential customers for the market of underground tunnel need to be determined by making use of a
potential customer’s analysis.
- In order to create measurable, reachable and differentiated segments, attractive European countries for
the market of underground tunnel safety need to be selected, which is done by making use of a country
analysis considering different indicators for the market of underground tunnel safety.
- The attractiveness of each segment needs to be measured and analysed by looking at their size/growth
and structural attractiveness in order to select the most attractive ones with consideration of the chosen
targeting strategy.
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4 RESEARCH METHODS
In this chapter the research methods used will be exploited by revealing how information is gathered and which
measurement instruments have been used for each sub question.
For this descriptive research in total 3 sub-questions have been formulated in order to answer the main research
question: Which target groups can be identified from the market of underground tunnel safety?
By answering the sub-questions data has been gathered and analysed by the use of mainly qualitative and desk
research which is described as a method where there is made use of existing material as books, articles and data
files (Baarda, 2009). The qualitative research methods utilized in this research comprises a brainstorm and a
single interview. In addition, the Delphi method, a method which implies receiving judgements from experts on the
data collected within different phases of a research, was applied. (Baarda, 2009).
4.1 Potential customers By using qualitative and desk research the potential customers have been identified. The first sub question, who
specifically are potential customers for the market of underground tunnel safety? , is answered by looking at all
parties involved in tunnel safety. Three phases for tunnels have been indicated in order to link different parties
involved to each phase. The tunnel phases are the following:
Design tunnel phase
Commissioning tunnel phase
Operating tunnel phase
To find out which parties are involved at each tunnel phase there is made use of the database of the European
Commission (Directive of the European Parliament, 2004) where the involvement, relation between parties and
responsibilities of each party are described (See also section 3.6 from the theoretical frameworks).
During 2 days Bam and Vigiles have settled down at the hotel the Arendshoeve in Bergambacht, the Netherlands
with the purpose to get a global overview about delivering a valuable business case for the placement of an
international safety centre for knowledge, training and test. Bam is a Dutch construction company who forms part
of the project team along with Vigiles. Furthermore, this company would eventually realise the exploitation of the
business case when the plan is approved.
During a two daylong meeting, there has been the chance to ask two questions in order to indicate potential
customers for the market of underground tunnel safety. This resulted in a brainstorm, consisting besides myself
(Mariela de Jong) of two members of BAM (Ad van h’t zelfde and Ines Buskermolen) and three members of
Vigiles (Jeroen Meijering, Luc Wassenberg and Jorg Neve). During the brainstorm the following questions were
asked:
What is the value proposition of the tunnel facility at the safety centre?
Which segments for the market of underground tunnel safety can be identified regarding services the
underground tunnel will offer?
These questions are linked to the marketing theory which implies that companies cover up customers’ needs by
offering a value proposition which includes a set of benefits that promise customer satisfaction (satisfaction of
customer needs) (Armstrong et al., 2010) as mentioned also in section 3.3.2 of the theoretical framework.
For further details about the brainstorm which was held, consult Appendix A2.
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4.2 Country analysis & Segmentation
The second sub question, which different segments can be created for the market of underground tunnel safety? ,
is answered by selecting 3 most suitable European countries for the market of underground tunnel safety, with
the urge to create measurable, reachable and differentiated segments (De Pelsmacker et al., 2011).
In order to select these countries a creative new index has been designed with regard to an already existing
model, namely the Beri-index. The Beri- index gives a general view of the quality of the business climate for
certain countries and it consists of two filters, wherein scores are given to mainly global risk factors, with regard to
determining the most attractive countries to conduct business (Leeman, 2010).
This index will not indicate demand for the market of tunnel safety. It will only provide data on a country’s
business climate. For this reason the principle of the BERI-index has been adapted by replacing global indicators
for indicators regarding the market of underground tunnel safety specifically.
The following indicators have been established with consideration of the research of Palazolli (2007):
Pre-filter
Longest tunnels of Europe
Drastic tunnel accidents in Europe
Europe’s most dangerous tunnels
Tunnel spread Europe
Traffic volume tunnels in Europe
Final filter
Accessibility centre
For each indicator scores are given. Some indicators are more essential then others. Therefore, more points are
given to more valuable indicators. See also Appendix B7 and B11 with regard to the score guideline settlement.
A list of the longest tunnels of Europe has been established by looking at the database of Lotsberg (Lotsberg,
2013). The interest for indicating this factor is mostly of economic importance. When accidents occur and these
tunnels need to be shut down, detours are impossible or take too long. Time is money, so safety is of high
importance for all tunnels and especially for long tunnels, taking in consideration the unfavourable consequences.
Furthermore, there must be noticed that long tunnels are not necessary the most dangerous tunnels (Krausmann
& Mushtaq, 2005).
Normally, after drastic accidents the demand for safety increases because people notice the paramount negative
consequences. Therefore, there has been looked at drastic tunnel accidents in Europe by consulting online news
data bases. For further information see also Appendix B3.
This indicator, Europe’s most dangerous tunnels, shows where the most dangerous tunnels of Europe are
situated. When a country has a lot of dangerous tunnels the need for tunnel safety will be higher than in countries
without dangerous tunnels. (BBC, n.d.)
Countries with more tunnels have more need for tunnel safety then a country with just one tunnel for instance. For
this reason the indicator, tunnel spread Europe, has been established.
Busy tunnels require more safety because the chance of risk increases depending on the traffic volume in a
tunnel. The indicator, traffic volume tunnels in Europe, has shown where the busiest tunnels of Europe are
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situated. This was done by consulting a research of Euro tap considering the traffic volume in European tunnels.
Euro tap is a tunnel testing institution operating in Europe (Eurotap, n.d.).
After giving scores to the previous discussed indicators 4 countries with the highest scores went through the final
filter where there was looked at the indicator, accessibility centre.
The accessibility to the centre for a certain country can influence the attractiveness to either go or not go the
centre. Therefore, there was looked at travel-time by road and airline connections and the amount of direct airline
connections for each country. For further information see also appendix B8 and B9. Finally, 3 countries were
selected out of the final filter.
4.3 Evaluation attractiveness segments
The first sub-question, who specifically are potential customers for the market of underground tunnel safety? ,
and the second sub-question, which different segments can be created for the market of underground tunnel
safety? , have revealed which different customers segments can be identified from the market of underground
tunnel safety.
Then, to answer the third sub-question, which segments are attractive enough to be converted into a target
group? There was looked at indicators regarding attractive market segments, according to Kotler (2010) these
are:
Size and growth: here there has been looked at the size of each segment (quantity firemen, police etc. in a
certain country) and (growth) trends within each segment. There has been looked for databases where the
quantities of for instance police men are pre-calculated for a certain country.
Structural attractiveness: here there has been looked at the amount of competitors within each segment, the
segment organizational structure, segment state of use and whether a segment is obliged to undertake training,
responsibilities of each segment, and the decision makers within a segment. In addition, also there has been
looked at budgets of different segments, taking in consideration that this kind of data might not have any open
access. Personal databases of each segment were consulted in order to find this type of information. When no
valuable databases were found on the internet a company involved in a certain segment was contacted directly.
Company objectives and resources: The companies’ objectives can be found in chapter 2 and the resources
for the tunnel facility are still an uncertain factor, and are therefore left out of this research. See Appendix C, D &
E for the data segment gathering results.
Lastly, the main question, which target groups can be identified from the market of underground tunnel safety? ,
had to be answered. Al data gathered has been evaluated in order to provide an answer to the main question.
The evaluation has resulted in a ranking of at least 8 target groups per country (See Appendix I).
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5 FINDINGS
In this chapter the results of investigation obtained mainly by qualitative and desk research are presented as the
potential customers, attractive European countries and finally the most attractive target segments for the market
of underground tunnel safety are determined by means of the theoretical frameworks established in chapter
three.
5.1 Potential customers
When identifying potential customers for the market of underground tunnel safety there has first been a study of
company’s profile and its business environment through desk research (See chapter 2 for the company profile
and its business environment). By studying all parties involved during different phases of a tunnel like the design
phase, commissioning phase and operational phase. Finally, a brainstorm helped identify potential customers for
this market. (See Appendix A)
Potential customers consist of: emergency services, tunnel users, safety officers, tunnel managers, tunnel staff,
crisis teams, cargo/towing services, inspection entities, scientific institutions and administrative authorities.
Hereby the first sub research question: who specifically the potential customers for the market of underground
tunnel safety are, is answered.
5.2 Country analysis & Segmentation
In order to make the segments measurable the market of underground tunnel safety is been sub-divided
demographically by looking at potential European countries for the market of underground tunnel safety through a
country analysis comprising a pre and final filter. (See also Appendix B)
5.2.1Results pre-filter
Within the pre-filter it was looked at different indicators that led to higher demand for the market of underground
tunnel safety. (See also appendix B1)
The country with the best score after implementation of the pre-filter is Switzerland followed by France, Italy,
Austria, The Netherlands, Germany, Belgium, Norway, Spain, the United Kingdom and Sweden. (See also
Appendix B6 & B7)
5.2.2 Results final-filter
The four best European countries went through the final filter where accessibility from a certain country to
Terneuzen was taken into account (location safety centre). (See also Appendix B8, B9, B10 & B11)
France, Switzerland and Italy came up as the top 3 countries for the market of underground tunnel safety after
having applied the final-filter. The identified potential customers linked to these countries established the potential
customer segments for the market of underground tunnel safety.
Hereby the second sub research question, which different segments for the market of underground tunnel safety
can be created, is answered.
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5.3 Evaluation viability of segments
It has been looked at different potential segments for the market of underground tunnel safety. The most viable
ones are found to be for the countries Switzerland, France and Italy which resulted as the most suitable countries
for underground tunnel safety by looking at the following indicators for the market in question: longest tunnels of
Europe, drastic tunnel accidents in Europe, Europe most dangerous tunnels, tunnel spread Europe, traffic volume
in Europe and the accessibility to the safety centre as well. (See also Appendix B). The segments were analyzed
by looking at the size, growth/trends and the structural attractiveness of each segment as stated in the theoretical
frameworks. Furthermore, an interview was held with J. Meijering regarding segment requirements (See
Appendix H).
The following ranking of the most viable segments for all three countries is shown below.
Switzerland 1.Fire brigade 2.Tunnel staff, police and ambulances 3.Truck drivers 4.Busses 5.Taxis 6. Citizens
France 1.Fire brigade 2.Tunnel staff, police and ambulances 3.Truck drivers 4.Bougues (construction company) 5.Taxis 6.Citezens
Italy 1.Fire brigade 2.Tunnel staff, police and ambulances 3.Truck drivers 4.Astaldi (construction company) 5. Busses 6.Citezens
Hereby the third research question, which segments within a target group are attractive enough to be converted,
is answered. (See Appendix I1 with regard to the potential segment evaluation)
Figure 3: ranking segments
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6 DISCUSSION
The aim of this research was to find promising target groups for the market of underground tunnel safety.
Therefore, the main question, which target groups from the market of underground tunnel safety, can be
identified? , was covered by giving answer to the following sub-questions:
- Who specifically are potential customers for the market of underground tunnel safety?
- Which different segments can be created for the market of underground tunnel safety?
- Which segments are attractive enough to be converted into a target group?
Growth strategies
According to the growth strategies matrix of Ansoff (Kotler et al., 2010) there are in total four strategies which lead
to growth opportunities for a business. It has been remarked that Vigiles is using ‘’Product development’’ as
growth strategy. This strategy implies offering new products to an existing market. This fact is certainly right,
however depending on which target groups Vigiles is willing to target it may use another growth strategy instead,
or a combination of the two. The other growth strategy Vigiles might use is defined as ‘’Diversification’’. This
strategy implies selling new products on new markets. Furthermore, it must be considered that this strategy is of
high risk because a company does not know how the new markets are going to respond to the new products.
Due to the fact that the established target groups within the present research consist of potential customers which
belong to the existing market of underground tunnel safety, as for instance emergency services, and on the other
hand potential customers who are completely new for this specific market, as citizens and taxi drivers, it is shown
that both strategies may be implemented.
In agreement with the neo- Chamerlinian models (Kostas, 2003) while the market demand increases more
businesses enter the market offering differentiated products to the market. As mentioned this theory only applies
on monopolistic competitive market environments (market environment where differentiated products are offered).
By applying the 5 forces model it was indicated that Vigiles finds itself within a monopolistic competitive
environment (Johnson et al., 2011). It could be discussed whether Vigiles should be active on the existing market
for underground tunnel or in contrary completely differentiate itself from the competitors by targeting new markets.
From my point of view Vigiles should use a combination of both strategies in order to stay ahead from competitors
as more parties are entering the existing market. In addition, it would not be favorable to only make use of the
growth strategy ‘’Diversifaction’’ as it is to risk full to rely on new markets.
Potential customers
The first finding concerned the potential customers for the market of underground tunnel safety. The potential
customers identified for such market where: emergency services, tunnel users, safety officers, tunnel managers,
tunnel staff, crisis teams, cargo/towing services, inspection entities, scientific institutions and administrative
authorities. According to Kotler (2010) companies cover up customers’ needs by offering a value proposition
which includes a set of benefits that promise customer satisfaction (satisfaction of customer needs). In order to
point out potential customers, this theory is partly right because when customers have no need for a certain
product or service, why should a company even start selling a certain product/service in the first place! For the
market discussed in this research it was not looked at customers to identify whether a certain party had need for
tunnel safety. Instead, it was looked at parties involved within different phases of a tunnel (design,
commissioning, operating tunnel and tunnel accidents phase). It was also said by Kotler (2010) that the needs
have to fit the value proposition. However, I believe that to indicate potential customers it is not necessary to
define a company’s value proposition. When converting a certain potential customer into a target customer you
should have to offer a value proposition so that your product or service will be accepted and therefore will result in
customer satisfaction. This means the value proposition can be determined after a company decides to target a
certain segment.
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Furthermore, some potential customers may be more interesting for one company then another due to their
personal resources and objectives.
International marketing segmentation
The second finding in this research concerned the sub question, which different segments can be created for the
market of underground tunnel safety?
According to Kotler (2010) market segmentation and international segmentation are similar. However,
international segmentation is the action to create segments of consumers on the market consisting of similar
needs and features on global level outside the domestic market. Furthermore, there are different variables for
segmentation as: demographically, operationally, personal features, purchase policy and by looking at situational
circumstances as for instance need (De Pelsmacker et al., 2011) segments are identified. Within this present
research there is looked at situational needs and demographically, due to the fact that these two variables were
considered most relevant in order to establish differentiated and measurable segments for the market of
underground tunnel safety.
According to Ter Hofstede (1999) it is more suitable to look at different types of consumers instead of the
attractiveness of a country due to demographical variables as the macro environment. In my opinion the theory of
Ter Hofstede (1999) is partly correct because a country might have an attractive environment to conduct
business. However, a company does not know how certain customers are going to respond to the product or
service. On the other hand I believe companies should filter out countries with a high risk level. Within this
research there is not looked at demographical variables on country level as most European countries comprise
satisfactory business environments for companies.
Country analysis
The potential customers have been identified within the first question. In order to create measurable segments a
country filter which has indicated the most attractive countries for the market of underground tunnel safety,
namely Switzerland, France and Italy is utilized. The following segments for the market of underground tunnel
safety consist out off: emergency services in France, Italy and Switzerland, tunnel users in France, Italy and
Switzerland, safety officers in France Italy and Switzerland and so on.
The countries which resulted from the filter overlap with the main road tunnel countries according to a research
supported by the European commission (Höj,n.d). According to Höj (n.d.) Italy, France, Switzerland, Germany,
Norway and Austria are the main road tunnel countries of Europe.
In the research of Höj (n.d.) there is only looked at the traffic volume (annual vehicle kilometers in tunnels) in
tunnels in each European country to identify the main road tunnel countries. However, for this research the
following indicators in order to identify the most attractive countries for the market of underground tunnel safety
where utilized: longest tunnels of Europe, drastic tunnel accidents in Europe, Europe’s most dangerous tunnels,
tunnel spread Europe, traffic volume tunnels in Europe and in the final filter there is looked at the accessibility
from a certain country to the location of the safety centre. (See also Appendix B) The indicators from the pre-filter
are established by looking at different researches considering tunnel safety as the research of Palozzi (2007).
The chance of risk level indicates the demand for tunnel safety (Krausmann et al., 2005). Moreover there can be
noticed that some of the research reports (Palozzi, 2007) (Höj,n.d.) (Krausmann et al., 2005) (Aurand, Perrin &
Tesson, 2012) found were conducted by Italian or either French organizations. This might clarify the special need
for tunnel safety in these specific countries.
On one hand there could be assumed that the country with most tunnels would be the most attractive for the
market of underground tunnel safety and on the other hand there are multiple indicators which indicate demand
for tunnel safety as the indicators used for this research. Norway resulted as the country with the greatest tunnel
spread (900 tunnels). It can be seen that indicating potential countries by just looking at the quantity of tunnels in
31
their road network is not sufficient. Therefore, it is necessary to comprise multiple indicators which influence the
chance of risk. (Longest tunnels of Europe, drastic tunnel accidents in Europe, Europe’s most dangerous tunnels;
tunnel spread Europe and traffic volume of tunnels in Europe).
It could be evident that Norway consist of an overall safe underground tunnel network as Norway does not appear
in the list with Europe’s most dangerous tunnels, busiest tunnels (traffic volume) and none of the revealed drastic
tunnel accidents took place in Norway (See also Appendix B). For this reason Norway was not included within the
final country selection.
The indicator within the final filter (accessibility centre) is established with regard to the location of the
international safety centre where the tunnel services and products would be offered. However, the countries
which resulted after applying the final filter where the same top three best countries for the market of underground
tunnel safety within the pre-filter. This means the results from this research can be utilized by other companies as
well without consideration of the location.
Determining target groups
The last finding of this research concerned the sub question, which segments are attractive enough to convert
them into a target group?
According to the theory of Kotler (2010) there must be looked at the size, growth/trends, the structural
attractiveness of potential segments and company objectives and resources in order to measure the
attractiveness of segments. The most attractive segments will be converted into target groups (group consumers
with similar needs or features which a company decides to serve) (Armstrong et al., 2010). With respect to the
theory for this research there is not looked at company objectives and resources ass these are yet unclear.
Despite this fact, still enough information was gathered in order to measure the attractiveness of the segments. It
can be imaginable that entrepreneurs whom desire entering a certain industry firstly identify possible attractive
target groups and afterwards start thinking about the resources they will need, and subsequently reanalyze if the
target groups in mind are still as attractive when aligning them with the companies’ resources and objectives.
Deskresearch
Desk research was used in order to gather data with regard to the different segments (emergency services in
France, Italy and Switzerland, Tunnel user in France, Italy and Switzerland, Safety officers in France Italy and
Switzerland and so on) (See also Appendix C, D & E). Depending on the quantity of time a researcher receives to
gather data and its skills as for instance searching abilities and language skills in order to easily understand
foreign databases, may affect the quality of the desk research. There might be more relevant information about
certain segments which could not be identified, and is therefore described as unidentified within this research. For
instance, there is no relevant information found about cargo/towing services in Italy within this research. The
information might be there, however it could be classified beneath a different searching term or it could also be
that the desired information might only be available in an unknown language. For this reason it is advisable to
know the language of the country wherefrom you are getting the information because it might affect the quality of
your findings. Therefore, further research is recommended, especially of the Italian market.
The most attractive segment identified for all three countries is the fire brigade.
Competitors
Notable is that competitors (tunnel training facilities) target the fire brigade mostly among other target groups
(See Appendix F). With this in mind it makes sense that the most attractive segment are been targeted by
competitors as the IFA for instance (IFA, 2014). The company has to consider if it would be able to attack
competitors or either avoid them by targeting a different segment. This fact supports as well the chosen targeting
strategy, namely selective specialization targeting. This strategy implies that a company selects several attractive
32
segments to serve instead of depending on just one segment. Therefore, for each country seven other attractive
target segments are established apart from the fire brigade namely, tunnel staff, police, ambulances, truck drivers
and citizens, are considered as attractive segments for all three countries. In addition, the segment of busses is
recommended within the ranking of Switzerland and Italy, construction companies within the ranking of France
and Italy and Taxis within the ranking of Switzerland and France (see also Appendix H2).
Target segments
In conclusion the target segments which are obliged by law to train in tunnels and in addition are attractive
because of its size are placed on top of the ranking for most attractive target segment for the market of
underground tunnel safety. Then, follow the segments which are not obliged by law, however do have a
connection with safety for underground tunnels (professional drivers and tunnel founders).
Taxis, truck drivers and busses are mainly attractive for the market of underground tunnel safety due to the fact
that these parties are easily targetable through educational institutions which give initial and continued training
and education (Aurand, et al., 2012).
Citizens are also recommend ass attractive segment for the market of underground tunnel safety due to mainly its
size and assumed trend that more driving schools are going to comprise tunnel safety theory in the future as is
done within all driving theory books in France (Aurand, et al., 2012).
As stated by De Pelsmacker (2011) there are several targeting strategies which companies can use. Besides, it is
said that the chosen targeting strategy depends on a business’ environment, resources and profitability of each
segment (Kotler et al., 2010). Therefore, the most suitable targeting strategy for Vigiles has been described as
the strategy where a company selects several attractive segments to serve, called, selective specialization
targeting. Considering the fact which shows that attractive segments will be targeted meanwhile as well by
competitors apart from the chosen strategy as well another targeting strategy should be taken into account,
namely product specialization. This means a company can serve different segments by customizing its products
and services creating as well higher value and profit eventually. Moreover, due to the diversity of target groups
which resulted in this research it would be suitable to adjust products and services to the segments which are
most likely to be targeted. Depending on the skills and resources of Vigiles it may implement both strategies.
EU regulations
On the whole it can be seen that the market of underground tunnel safety is driven by law regulations. These
regulations comprise the guideline set up by the European Commission (2004/54/EG) in addition of the
requirements established by a country itself.
In contrast with the EU regulations for tunnel safety, Switzerland’s regulations oblige that every 2 or 3 years real
practices under as realistic possible circumstances take place in tunnels surpassing 500 meters (Confédération
Suisse, 2010). While according to the EU regulations the exigency of training is every 4 years (Directive of the
European Parliament, 2004).
The consequence is that in Switzerland more trainings considering tunnel safety would have to be provided in
comparison with countries who just respect the EU regulations. In view of this the market for underground tunnel
safety enlarges when tunnel regulations become stricter.
33
7 CONCLUSIONS & RECOMMENDATIONS
7.1 Conclusion
The present study was carried out on behalf of the safety consultancy company Vigiles Ltd., located in Terneuzen
(in the Netherlands) with the purpose to identify promising target groups for the market of underground tunnel
safety. Furthermore, the company has the aspiration to enter the international market and hopes to achieve this
by setting up a plan for realization of an international safety centre where trainings, education and knowledge
would be provided. An underground road tunnel would form part of the safety centre, as Vigiles had already set
the trend, which shows an increase for underground tunnel safety demand since regulations are becoming stricter
and urbanization leads to more vital connections between locations and communities, i.e. tunnels. In addition,
previous drastic tunnel accidents mark the importance of underground tunnel safety. The services and products
Vigiles would provide to the market of underground tunnel safety would improve tunnel safety thoroughly and
would therefore be of paramount social importance.
However, in order to provide services/products to the international market for underground tunnel safety, market
research had to be carried out with the purpose of tracking down the most attractive segments and persuade
them to become target groups.
The main question posed in the introduction of this research was: Which target groups can be identified from the
market of underground tunnel safety? As a result of this research, it is now possible to reveal the most suitable
target groups for the market of underground tunnel safety by having answered the following three sub - questions:
1. Who specifically are potential customers for the market of underground tunnel safety?
2. Which different segments can be created for the market of underground tunnel safety?
3. Which segments are attractive enough to be converted into a target group?
This study shows who the potential customers for the market of underground tunnel safety are: emergency
services, tunnel users, safety officers, tunnel managers, tunnel staff, crisis teams, cargo/towing services,
inspection entities, scientific institutions and administrative authorities.
A part of the potential customers are obliged by law to train for emergencies in tunnels i.e. fire brigade. And
others are somehow connected to underground tunnel safety such as tunnel users which includes citizens among
other parties. This demonstrates as well, that certain potential customers are completely new to the market of
underground tunnel safety.
Furthermore, this research has explored the three most attractive European countries for the market of
underground tunnel safety namely, Switzerland, France and Italy. This finding enhances the likelihood to target
potential customers within the three countries mentioned.
The last sub - question of the research, suggests which segments are suitable enough to be targeted and
therefore gives an answer to the main question: Which target groups can be identified from the market of
underground tunnel safety?
The results show that the current market for underground tunnel safety is driven by law regulations which oblige
certain parties to train in tunnels and receive initial and continued education. These parties are, in general terms,
easier to target. However, we should take into account that it does not take away the attractiveness of some
segments which are not obliged to train or receive any kind of education.
34
Human error and neglect are the main causes of tunnel accidents. Therefore it is of paramount importance to
provide information and training to tunnel users as citizens in order to improve overall tunnel safety.
Switzerland 1.Fire brigade 2.Tunnel staff, police and ambulances 3.Truck drivers 4.Busses 5.Taxis 6. Citizens
France 1.Fire brigade 2.Tunnel staff, police and ambulances 3.Truck drivers 4.Bougues (construction company) 5.Taxis 6.Citezens
Italy 1.Fire brigade 2.Tunnel staff, police and ambulances 3.Truck drivers 4.Astaldi 5. Busses 6.Citezens
The target groups can be divided in targets which are obliged by law to train in tunnels (Fire brigade, tunnel staff,
police and ambulances), professional drivers (Truck drivers, busses, and taxis), construction companies involved
in tunnel building (Astaldi and Bougues), and last but by no means least, citizens. In conclusion, these are the
target groups identified for the market of underground tunnel safety.
By educating and training these parties the market of underground tunnel safety would provide a safer
environment and efficient infrastructure for all, furthermore these parties would create growth opportunities for the
company Vigiles enabling it to successfully enter the international market.
Figure 4: ranking segments
35
7.2 Recommendations
Within this section several recommendations which resulted from this study, are determined for the company
Vigiles.
Make an overview of the companies’ resources and objectives.
- Define the companies knowledge considering underground tunnel safety, make a design of the tunnel
facility and describe its possibilities and detailed features as tunnel installations (lighting, ventilation
systems), length and all possible trainings/services which can be provided through the tunnel facility.
- Look at available financial resources (budget) and calculate capital and operational costs.
- Settle objectives. What are you going to invest? And in how many years do we want to be profitable? Is
your objective to amplitude the market by winning more market share on the market of underground
tunnel safety or do you aim for a long-term high profit margin?
It was mentioned by Kotler (2010) that there must be looked at among other things the companies’ resources and
objectives in order to determine the likelihood of a certain segment.
Adapt services to the law requirements for tunnel safety.
- Gather apart from the EU legislation for tunnel safety also tunnel safety guidelines of countries (or
regions) which are interesting to target as Switzerland, France or Italy.
- Analyze the documents to indicate what certain parties are obliged to.
- Align services with the requirements.
This present study has shown that the current market for underground tunnel safety is driven by law regulations.
The products/services should at least cover the requirements for tunnel safety in order to gain customers from the
existing market of underground tunnel safety.
Encourage law enforcement for tunnel safety.
- Establish partnership with authorities in Switzerland, France, Italy, and Brussels (European capital) for
instance.
- Give open seminars to the public and authorities in order to draw attention among the importance of
underground tunnel safety.
- Make research proposals considering what needs to be done to improve overall tunnel safety.
Law enforcement would not only provide a safer tunnel environment. It would ass well encourage that certain
parties which are obliged to train and receive education, to receive education and train more frequent on a higher
level. Other parties which nowadays are not involved with any kind of training or education might become obliged
ass well to take part of tunnel trainings and education through law enforcement.
Establish partnership with educational institutions which provide qualifications for professional drivers.
- Settle several meetings with the principal truck qualifications providers in France, namely FIMO and
FCO in order to know how the institutions are operating. What kind of education do professional drivers
receive and how frequent? Demonstrate your idea in order to improve tunnel safety by educating and
training professional drivers, trough the tunnel centre or by making use of online learning tools.
36
It was remarked that educational institutions which provide qualifications for professional drivers are easy to
targetable through educational institutions which give initial and continued training and education. Furthermore, it
was noticed that in France a tendency to train and educate professional drivers among tunnel safety is in
progress. (Aurand, et al., 2012) Finally, truck drivers are frequently involved during tunnel accidents and need to
receive initial and continued education therefore specifically (Brebbia, 2010).
Create partnership with driving schools in Switzerland and or Italy.
- Settle up several meetings to know in how far citizens are being educated among tunnel safety.
- Propose theoretical educational programs about tunnel safety for citizens and make reference to France
where all books already include a chapter about tunnel safety.
- In a further phase also establish self evacuation trainings for citizens through the partnership of driving
schools institutions.
It was said that human error and neglect are the main causes of tunnel accidents (Directive of the European
Parliament, 2004). Therefore, citizens could be targeted through driving schools institutions which would provide
firstly theoretical information about tunnel safety and afterwards possibly practical training. In addition, it was
mentioned that the main user of road tunnels are citizens.
Create a marketing communication plan with regard to the chosen target groups.
- Convert the chosen target segments into micro-segments. In other words indicate interesting regions
within Italy, France or Switzerland. A region where there are dangerous tunnels, intense traffic volume in
tunnels, tunnel accidents etc. are more likely to be targeted.
- Have dept interviews with decision makers of the target group to indicate requirements and desires of
the target group.
- Position yourself through your competitive advantage. This can be done by establishing a SWOT-
analysis. Define your strengths, your weaknesses, threats, opportunities and lastly compare yourself
with competitors. By doing so you can distinguish your product/services from others. Think about the
message you want customers to receive from your company and position yourself.
- Create your marketing communication mix and link them to objectives. There are basically two types of
communication, namely personal and mass communication. For business target groups personal
communication is recommended. Further recommended communication tools are public relations,
personal selling and direct marketing. A marketing budget has to be defined in order to know if certain
tools are payable for the company. Make a master planning of decision makers you are going to target
through personal communication, define which brochures are going to be created for direct marketing,
and establish a plan to contact the right media and reporters by making use of the marketing tool of
public relations.
Referring to what was said in the introduction of this study; this research was carried out with the purpose to
identify promising target groups as foundation for a communication plan Vigiles would make when the whole of
their business case concerning an international safety centre turns out positive.
37
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Lotsberg. (2013). The world longest road tunnels. Retrieved March 17, 2014 from
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Note 1: n.d. = no date
Note 2: ed. = edition
39
Appendix
40
Appendix A
Data potential customers
A1:
Parties involved with underground tunnel safety
Parties involved during the designing phase of a tunnel: Architects design building sketches and tunnel builders pull off the exploitation of a tunnel. Each tunnel has its Tunnel Manager who is directly responsible of compliance of the European minimum legislations for tunnels. A Tunnel Manager can own more than one tunnel. For each tunnel the Tunnel Manager is obliged to nominate a Safety Officer with prior approval of the Administrative Authority.
Each European country has to select one or more administrative authorities who have to ensure Tunnel Managers are respecting the European minimum requirements by making use of Inspection Entities.
The Safety Officer can accrue from emergency services or either be someone within the tunnels staff. Furthermore the Safety Officer works independently and can operate in more than just one tunnel within different regions. One of the responsibilities of a Safety officer is according to the European requirements for tunnel safety to ‘’ensure coordination with emergency services and take part in the preparation of operational schemes’’.
Before tunnel builders can start building a tunnel the Tunnel Manager has to establish safety documentation. These documentation shall describe according to the European requirements for tunnel safety ‘’ the preventive and safeguard measures needed to ensure the safety of users, taking into account people with reduced mobility and disabled people, the nature of the route, the configuration of the structure, its surroundings, the nature of the traffic and the scope for action by the emergency services’’. In addition the safety documentation must include an opinion from an expert or possible Inspection Entity. Afterwards a copy of the safety documentation has to be forwarded to the Safety Officer. The Safety Officer will add his advice to the safety documentation. Then the safety documentation has to be approved by the Administrative Authority.
If the Tunnel Manager receives an approval of the safety documentation by the Administrative Authority the tunnel can be exploited.
Parties involved during the commissioning phase of a tunnel: During the commissioning stage the Tunnel manager has to create among other things an emergency response plan in corporation with emergency services (police, fire brigade and ambulances) taking in account people with reduced mobility and disabled people. The Administrative Authority has to approve the safety documentation enclosed with the Safety’s Officer opinion. After approval the tunnel can be opened to public traffic. Furthermore a copy of the decision will be send to the emergency services.
Parties involved during operating tunnel: During this stage periodic exercises shall be organized by the Tunnel Manager and emergency services in corporation with the Safety Officer. In addition the Administrative Authority has to consult an inspection entity to inspect the tunnel at least every 6 years.
Parties involved during tunnel accidents: - Emergency services
- Tunnel users
- Safety officer
41
- Tunnel manager
- Tunnel staff
- Crisis team (major accident)
- Cargo/towing services
- Administrative authorities
Potential customers: Emergency services, Tunnel users, Safety Officers, Tunnel Managers, and Tunnel staff, Crisis Teams, Cargo/Towing services, Inspection entities, Scientific institutions and Administrative Authorities.
Note: Directive of the European Parliament. (2004). Minimum safety requirements for tunnels in the Trans-
European Road network 2004. Retrieved February 12, 2014 from
http://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:32004L0054&from=EN
A2:
Brainstorm: The business canvas model & involved questions
42
Questions:
Answers:
1. What is the value proposition of the tunnel facility at the safety centre?
- To meet the governments regulations set up for tunnel safety.
- Receive approved certifications - Fire test research
- Safe tunnel driving - Test for tunnel management and
maintenance - Mono disciplinary trainings
- Customized services - Crises management for towing and cargo
services for example
- Multidisciplinary trainings for emergency services
2. Which segments for the market of
underground tunnel safety can be identified regarding services the underground tunnel will offer?
- (See Appendix A1)
A3:
General data per potential customer segment
Emergency services: Emergency services consist namely out of firefighters, the police and ambulances. It is essential for this parties to work together in order to take of each incident effectively and above all safely. Currently there are no facilities which allow integration of all parties during exercises. The trainings offered by the safety centre will focus mainly on integration of each party in order to improve underground infrastructure safety.
Fire brigade: The purpose of firefighters is to protect people, the environment and property from all types of accident or emergencies. Their main goal is to increase fire safety in their local community. They do this by creating fire safety awareness among citizens to prevent accidents and by participating to trainings and lectures to primarily improve the fire fighters skills. Each country has its own fire fighters corps and an upcoming trend shows that communities within countries cooperate and are moving towards regionalization of the fire brigade. By working together they hope to increase public safety by sharing and combining knowledge and assets from each community. (J. Meijering, personal communication, 19th February 2014) This trend is beneficial when having to target these firefighters brigades as there been minimized on regional level in most countries.
Police: When incidents occur the police are likely the first party to arrive. The police indicates the damage, closes of the area, and calls up other emergency services as ambulances when necessary. Likewise the police find’s safety essential. In the main structure of police forces you can recognize mostly three cooperation levels, namely a national, regional and local level.
Ambulances: One of the last parties which arrive at incidents are ambulances. They take care of possible victims caused by a certain incident/disaster. It is important for them to act quickly in order to save more lives.
Underground tunnel users: Underground tunnel users consist out of everybody who surpasses tunnels with its vehicle as citizens, transport companies, taxis and public busses. According to the Directive of the European
43
Parliament (2004) the behavior of drivers is essential for tunnel safety.
Citizens: Citizens daily make use of underground infrastructure as road tunnels and have no awareness of the danger accidents in tunnels can cause.
Road transport companies: The main responsibility for transport companies is to take goods from point A to B sound and safe. Many accidents in tunnels are caused usually by truck drivers. In addition chemical industries transport chemical goods from one side to another. Accidents in tunnels could cause dangerous explosion and expansion of dangerous substances.
Taxis and public busses: As for transport companies also taxis make daily use of tunnels and transport people from point A to B.
Tunnel manager & Administrative Authority: Authorities and tunnel owners are responsible for tunnel safety. Authorities implement safety requirements and the Tunnel Manager is responsible of obeying the settled requirements and the status of the tunnel. A Tunnel manager can own more than one tunnel.
Tunnel Staff & Safety Officer: The tunnel manager has to select a safety officer for each tunnel. The safety officer will support the Tunnel Manager with matters of safety as forming risk plans etc. and forms the intermediary between emergency services and the Tunnel manager. The safety officers can origin from the tunnel staff or from any emergency service. The tunnel staff gets orders from the Tunnel Manager and Safety officer. They are the ones who manage the tunnel from the control room and they comprise ass well of people who maintain the tunnel.
Inspection entities: The Administrative Authorities consult inspection entities to inspect tunnels in order to analyze the quality of the tunnels and whether they are or are not following the legislations set up by its own country and the legislations set up by the European Commission.
Calamity services:
Crisis teams: Crisis teams as GHOR (NL) come in action when massive incidents occur in order to protect the citizens.
Cargo/Towing services: Cargo and towing services get involved when mainly vehicles or other objects get stuck and can’t get loose without the help of cargo or towing services.
Founders of tunnels: Founders of tunnels consist out of engineers and tunnel builders. During the designing phase they have create a safe tunnel and ass well provide safety on the work floor while building the tunnel.
Scientific institutions: Scientific institutions can test and gather knowledge for tunnel safety which they can use for their education and their involvement with tunnel safety has ass well is of social importance in order to create safer tunnels.
Note 1: InfopuntVeiligheid. (n.d.). Achtergrondinformatie rollen. Retrieved February 20, 2014 from
http://www.infopuntveiligheid.nl/Publicatie/Dossier/Pagina/90/205/Achtergrondinformatie%20rollen%20en%20ver
antwoordelijkheden.html
Note 2: Rijksoverheid. (n.d.). Organisatie politie 2013. Retrieved February 20, 2014 from
http://www.rijksoverheid.nl/onderwerpen/politie/organisatie-politie
Note 3: Gov.Uk. (n.d.). The role of the ambulance service at a public health accident. Retrieved February 21,
2014 from http://democratic.bracknell-forest.gov.uk/mgConvert2PDF.aspx?ID=26814
Note 4: Directive of the European Parliament. (2004). Minimum safety requirements for tunnels in the Trans-
European Road network 2004. Retrieved February 12, 2014 from
http://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:32004L0054&from=EN
44
Note 5: Brebbia, C. A. (2010). The sustainable world. Southampton, United Kingdom: WITpress.
45
Appendix B
Country analysis data
B1:
Indicators pre-filter
Longest tunnels of Europe
drastic tunnel accidents in Europe
Europe’s most dangerous tunnels
Tunnel spread Europe
Traffic volume tunnels in Europe
B2:
Tunnel spread and longest tunnels Europe
Tunnel spread:
Country: Quantity tunnels:
Total Km:
Norway
900 600 km
Switzerland 220 200 km
Germany 184 626 km
Longest tunnels:
Tunnel name: Country: Meters:
1. Laerdal Norway 24510 m
2. St. Gotthard Switzerland 16942 m
3. Arlberg Austria 15616 m
4. Fréjus France-Italy 14500 m
5. Mont blanc France-Italy 12898 m
6. Gudvanga Norway 11611 m
7. Folgefonn Norway 11428 m
8. Toven Norway 11150 m
9. Gran Sasso d’Italia
Italia 10173 m
10. Plabutsch Austria 10085 m
11. Jondal Norway 10050 m
12. Duplex France 10000 m
Note 1: Lotsberg. (2013). Road tunnels in Germany. Retrieved March 17, 2014 from
http://www.lotsberg.net/data/germany/list.html
Note 2: Tispol. (n.d.). A guide to driving in Switzerland. Retrieved March 17, 2014 from
https://www.tispol.org/guides/switzerland.pdf
Note 3: Cycletourer website. (2014). Map of Norwegian Tunnels. Retrieved March 17, 2014 from
http://www.cycletourer.co.uk/maps/tunnelmap.shtml
Note 4: Lotsberg. (2013). The world longest road tunnels. Retrieved March 17, 2014 from
http://www.lotsberg.net/data/tun10.html
46
B3:
Drastic tunnel accidents
Drastic tunnel accidents:
Tunnel name: Country: Description accident:
Consequences: Year:
Sierre
Switzerland A bus driver crashed into the tunnel wall.
22 children, four teachers and both bus drivers lost their lives
2012
Gotthard Switzerland Head-on crash which caused a massive fire in the tunnel.
11 people died, traffic chaos in the heart of Europe
2001
Alpine tunnel
Austria A funicular train tunnel got trapped and caught fire.
More than 170 people choked and burned to death including skiers, snowboarders, and many children.
2000
Mont-Blanc France-Italy A truck caught fire which leaded to a massive fire wave in the tunnel.
39 people died 1999
Tauern tunnel Austria A crash caused fire in the tunnel.
12 people died 1999
Note 1: Tunneltalk. (2014). Learning lesson from the Swiss tunnel crash 2012. Retrieved March 20, 2014 from http://www.tunneltalk.com/Discussion-Forum-Mar12-Switzerland-Sierre-tunnel-bus-crash-safety-issues.php Note 2: BBC. (2001, October 24). Swiss tunnel ablaze after head-on crash 2001. Retrieved March 20, 2014 from
http://news.bbc.co.uk/onthisday/hi/dates/stories/october/24/newsid_2488000/2488557.stm
Note 3: Booth, J. & Foggo, D. (2000, November 12). 170 perish in alpine tunnel inferno 2000. The Telegraph.
Retrieved March 20, 2014 from http://www.telegraph.co.uk/news/worldnews/europe/1374137/170-perish-in-
Alpine-tunnel-inferno.html
Note 4: Riding, A. (1999, March 27). Toll rises to 35 in Mont Blanc Tunnel Fire. The New York Times. Retrieved March 20, 2014 from http://www.nytimes.com/1999/03/27/world/toll-rises-to-35-in-mont-blanc-tunnel-fire.html Note 5: Transport Research Board. (2014). The Tauern tunnel accident 2002. Retrieved March 20, 2014 from
http://trid.trb.org/view.aspx?id=722579
47
B4:
Most dangerous tunnels and busiest tunnels of Europe
Most dangerous tunnels :
Country: Tunnel name:
1. Spain Soller
2. Belgium Waasland
3. Netherlands Maas
4. UK Blackwall North
5. Switserland Milchbuck
6. France Nogent-sur-Marne
7. Switserland Piumogna
8. UK Tyne
9. UK Blackwall South
10.UK Rotherhithe
Busiest tunnels (traffic volume):
Tunnel and country :
1. Roer tunnel (the Netherlands)
2. Tauern tunnel (Austria)
3. Schweizerhalle (Switzerland)
4. Allach and Wattkoph (Germany)
5. Dervio, Colle Capretto and San Pellegrino (Italy)
6. Gubrist and Isla Bella (Switzerland)
7. Roer tunnel (the Netherlands)
9. Tauern tunnel (Austria)
10. Schweizerhalle (Switzerland)
Note 1: BBC. (2003, April 24). UK’s ‘dangerous’ road tunnels. Retrieved March 18, 2014 from
http://news.bbc.co.uk/2/hi/uk_news/2970901.stm
Note 2: Traffic Technology International. (2014). Eurotap tests Europe’s busiest road tunnels 2012. Retrieved
March 18, 2014 from http://www.traffictechnologytoday.com/news.php?NewsID=43676
B5:
Explanation factors which make a tunnel dangerous
To define how dangerous a tunnel is there is the need to look at the change of risk in a certain tunnel. The
change of risk depends on the traffic volume and specific tunnel features as light, one-way traffic or both, round
construction or square form tunnel. One feature namely the length of a tunnel does not have any influence on
how dangerous a tunnel is what so ever. Longer tunnels can be safer and better built then shorter ones.
Furthermore most accidents happen at the opening or end of a tunnel and not in the middle.
When looking at the traffic volume you do not only look at the quantity of cars entering the tunnel during a day.
There could be 1000 cars entering a tunnel, the change of risk will be higher if the 1000 cars pass between a
certain time period during a day then when the 1000 cars passing are spread over the whole day, which will
decline the change of risk naturally.
Note: Krausmann, E. & Mushtaq, F. (2005). Analysis of tunnel-accident data and recommendations for data
collection and accident investigation. Major accident Hazard bureau, Joint Research Centre, European
commission, TP670, 21020 Ispra, (VA), Italy. Retrieved from file:///D:/Downloads/LBNB21658ENC_002.pdf
48
B6:
Scores Pre-filter
Explanation Scores Pre-filter: The scores are established by using the score guideline in appendix B7. Each
country involved with any indicator of the used indicators receives a certain amount of points. The sums of the
points are the result of the scores within the pre-filter in Appendix B6.
B7:
Score guideline (B6)
Longest tunnels Europe 5
Traffic volume 10
Tunnel spread 10
Drastic tunnel accidents 15
Dangerous tunnels 15
Total score 55
B8:
Indicator Final filter
Accessibility centre
-Distance
-Direct flight connections
Austria 30 Croatia 0 Finland 0 Portugal 0
Belgium 15 Cyprus 0 France 35 Romania 0
Bulgaria 0 Czech Republic 0 Germany 20 Slovakia 0
Denmark 0 Estonia 0 Greece 0 Slovenia 0
Ireland 0 Italy 30 Hungary 0 Spain 15
Latvia 0 Lithuania 0 Luxembourg 0 Sweden 0
Malta 0 Netherlands 25 Poland 0 United Kingdom
15
Switzerland 55 Norway 15 Turkey 0 / /
49
B9:
Accessibility centre
Country: Minimum travel time by car:
Switzerland 6½ hours +-
France 1½ hour +-
Italy 10 hours +-
Austria 9 hours +-
Direct flight connections:
Country: Main airports: Direct flight to:
Switzerland Basel Amsterdam Yes/No
Brussels Yes/No
Rotterdam Yes/No
Direct flight connections:
2
Zurich Amsterdam Yes/No
Brussels Yes/No
Rotterdam Yes/No
Direct flight connections:
2
Bern Amsterdam Yes/No
Brussels Yes/No
Rotterdam Yes/No
Direct flight connections:
1
Geneva Amsterdam Yes/No
Brussels Yes/No
Rotterdam Yes/No
Direct flight connections:
2
Total direct flight connections
7
France Paris Amsterdam Yes/No
Brussels Yes/No
Rotterdam Yes/No
Direct flight connections:
2
Nice Amsterdam Yes/No
Brussels Yes/No
Rotterdam Yes/No
Direct flight connections:
3
Lyon Amsterdam Yes/No
Brussels Yes/No
Rotterdam Yes/No
Direct flight connections:
2
Marseille Amsterdam Yes/No
Brussels Yes/No
Rotterdam Yes/No
Direct flight 2
50
connections:
Total direct flight connections:
9
Italy Milan Amsterdam Yes/No
Brussels Yes/No
Rotterdam Yes/No
Direct flight connections:
2
Rome Amsterdam Yes/No
Brussels Yes/No
Rotterdam Yes/No
Direct flight connections:
3
Venice Amsterdam Yes/No
Brussels Yes/No
Rotterdam Yes/No
Direct flight connections:
2
Naples Amsterdam Yes/No
Brussels Yes/No
Rotterdam Yes/No
Direct flight connections:
1
Total direct flight connections:
8
Austria Vienna Amsterdam Yes/No
Brussels Yes/No
Rotterdam Yes/No
Direct flight connections:
3
*No direct flight connections from other Austrian airports
Total direct flight connections:
3
Note 1: Google. (2014). Google Maps. Retrieved March 24, 2014 from
https://www.google.nl/maps/@51.4794263,3.8188265,10z
Note 2: Skyscanner. (2014). Flights. Retrieved March 24, 2014 from http://www.skyscanner.nl/?langid=en
B10:
Score final-filter
Country: Distance: Direct flight connections:
Total score (points distance + total direct flight connections):
France 4 9 13
Switzerland 3 7 10
Italy 1 8 9
Austria 2 3 5
51
B11: Score guideline (B10)
Distance: Maximum 4 points can be given and minimum 1 point for the country with the less favorable distance.
Direct flight connections: For each direct flight connection 1 point is given.
52
Appendix C
Data potential segments Switzerland
C1:
Fire brigade
Organization Swiss Fire brigade association :
This organization is led by local authorities and the Swiss districts. For this reason there are in total 26 different laws considering firefighters of Switzerland.
Size Corps: 1541 Firefighters: 96792
Responsibilities To protect people, the environment and property from all types of accident or emergencies.
Competitors IFA (international fire academy): Europe's leading fire service academy for classroom instruction and practical training in underground transportation facilities. Their costumers consist out of fire brigades and fire service authorities from the whole of Europe.
Decision makers One decision maker of the Swiss Fire brigade association is the operational board of the
districts called CSSP (la Coordiantion suisse des sapeurs-pompiers). They are
responsible for operational and financial aspects of the fire brigade. In addition the Swiss Fire brigade association (FSSP) itself is an essential decision maker who is influenced by the CSSP and together make decision about training and education. Furthermore the Chef of each corps is an important decision maker who organizes each year trainings for their squad.
Status of use According to FEDRO (Federal Road Office) of Switzerland every 2 a 3 years real practices in tunnels have to be organised for emergency services as fire fighters.
Mandatory / not mandatory
Budget Unidentified
Trends
There is the aspiration to improve education and personal physical condition of the Swiss firemen on all levels.
An idea has arrived for the implementation of a virtual school for firemen.
There is a movement for enrichment of the collaboration between not only the CSSP and FSSP but ass well other crisis partners as for instance the police.
Education through communication channels. There is a specialized Journal for Swiss firemen and there is in an increase of usage of social networks as Face book.
The FSSP has connections with especially its neighbour countries and intents to develop them even more.
E-learning is a current trend among firemen in Switzerland.
Note 1: Swissfire. (2014).Les sapeurs-pompiers en suisse. Retrieved April 5, 2014 from
http://www.swissfire.ch/go/5I6WECTDEUUZVQRVBXO16QFKDKD8BHIF
53
Note 2: IFA. (2014). Sur l’ifa. Retrieved April 5, 2014 from http://www.ifa-swiss.ch/fr/ifa-uva/sur-lifa.html
Note 3: Swissfire. (2014). La fédération. Retrieved April 5, 2014 from
http://www.swissfire.ch/go/La+F%E9d%E9ration?size
Note 4: République et Canton de Genève. (2014). Législation genevoise. Retrieved April 10, 2014 from
http://www.ge.ch/legislation/rsg/f/s/rsg_f4_05p01.html
Note 5: Confédération Suisse. (2010). Exigences de sécurité applicables aux tunnels du réseau des routes
nationales. Retrieved April 10, 2014 from
http://www.astra.admin.ch/dienstleistungen/00129/00183/03189/index.html?lang=fr
Note 6: Swissfire. (2014). Downloads. Rapport de Gestion 2013. Retrieved April 5, 2014 from
http://www.swissfire.ch/go/?action=DocDownload&doc_id=24007&openmode=inline
C2:
Police
Organization The Swiss police corporation:
This organization can be divided on federal, cantonal and regional level.
Size Corps cantonal:26 Corps on city and on regional level: 300 Policemen: 22431
Responsibilities
The Swiss police’s responsibilities are to protect humans and goods, maintain the public safety and tranquillity, fight crime and offences and making sure the law and regulations are being respected.
Competitors No competitors identified.
Decision makers The main decision maker of the police is the Conference of Cantonal Police Commanders of Switzerland (CCPCS) including the organisation called fedpol (l’office federal de la police). They make sure the police does what is has to do. Furthermore it is the executive of the Conference of Directors of Cantonal Justice and Police (CSAB). Lastly, Police officers are decision makers whom are responsible for continues training and education of the corps.
Status of use According to FEDRO (Federal Road Office) of Switzerland every 2 a 3 years real practices in tunnels have to be organised for emergency services as police corps. Note that only in regions with tunnels there is trained by the police (C. Perusset, Personal communication, 6th May 2014).
Mandatory / not mandatory
Budget L’office fédéral de la police has about 230 000 000 Swiss francs (about € 188 million) to its possession.
Trends
Switzerland’s police are facing and challenged by taking action against organized crime.
Investigation and action which need to be taken considering cybercrime is becoming increasingly important.
Note 1: POLICE.CH. (2014). Swiss Police Home. Retrieved April 10, 2014 from http://polizei.ch/en
54
Note 2: Conference des commandants des polices. (2014). Facts & figures. Retrieved April 11, 2014 from
http://www.kkpks.ch/fr/organisation/facts-figures
Note 3: Lausanne. (2014). Police de Lausanne. Retrieved April 11, 2014 from http://www.lausanne.ch/police
Note 4: Conference des commandants des polices. (2014). Organisation. Retrieved April 11, 2014
http://www.kkpks.ch/fr/organisation/qui-sommes-nous
Note 5: Confédération Suisse. (2010). Exigences de sécurité applicables aux tunnels du réseau des routes
nationales. Retrieved April 10, 2014 from
http://www.astra.admin.ch/dienstleistungen/00129/00183/03189/index.html?lang=fr
Note 6: Interpol. (2014). Switzerland structure. Retrieved April 13, 2014 from http://www.interpol.int/Member-
countries/Europe/Switzerland
Note7: OSAC. (2014). Switzerland 2014 Crime and Safety report – Geneva. Retrieved May 17, 2014 from
https://www.osac.gov/Pages/ContentReportDetails.aspx?cid=15066
C3:
Ambulances
Organization
Every organization of ambulances is connected to a certain hospital and is active on cantonal or communal level. Therefore one ambulance canton can have different task then another one. Furthermore paramedics can also form part of private companies only when having issued a permit from the District Health Department.
Size Unidentified
Responsibilities A paramedic will show up at emergencies which include minor injuries, sudden illness, and casualties caused from road and rail accidents, criminal violence, fires and other incidents.
Competitors No competitors identified.
Decision makers The health district department and the SSP (Service de la santé public) form decision makers.
Status of use According to FEDRO (Federal Road Office) of Switzerland every 2 a 3 years real practices in tunnels have to organise for emergency services as ambulances corps.
Mandatory / not mandatory
Budget The budget of the so called SSP (Service de la santé public) consists out off more than 1 milliard francs (about € 818 million) per canton.
Trends
Ambulances organizations are aware of scientific and technical evolutions, especially with the concern of rescue and medicines. Furthermore ambulances organisations continuously try to improve their skills and knowledge.
Note 1: Orientation.ch. (2014). Ambulancier ES. Retrieved May 2, 2014 from http://www.berufsberatung.ch/dyn/1109.aspx?data=aspect&id=10
55
Note 2: Département de la santé et de l’action sociale. (n.d.). Service de la santé publique. Retrieved
May 2, 2014 from http://www.vd.ch/autorites/departements/dsas/sante-publique/
C4:
Note 1: Worldpopulationreview. (2014). Switzerland Population 2014. Retrieved May 14, 2014 from
http://worldpopulationreview.com/countries/switzerland-population/
Note 2: Said, S. (2013, February 6). The top 10 Highest Salary Per Country. The Richest. Retrieved May 3, 2014
from http://www.therichest.com/business/the-top-10-highest-average-salary-per-country/7/
Note 3: Armingeon, K., Linder, W. & Zolhnhofer, R. (2014). SGI: 2014 Switzerland Report. Retrieved May 17,
2014 from http://www.sgi-network.org/docs/2014/country/SGI2014_Switzerland.pdf
Citizens
Organization
No organization. Just population of Switzerland. Individuals. Who can be divided in woman, men children etc.
Size The Swiss population consists almost out of 8 million people.
Responsibilities Depends per human been and life stage. Work, study, implement mother/fatherhood etc.
Competitors No competitors identified.
Decision makers Their culture religion friend’s family etc.
Status of use Individuals don’t take tunnel training of any kind.
Mandatory / not mandatory
Budget The average income of Switzerland is $ 35,471 (€25,901) per year.
Trends
Unemployment rates are low
Public finances are extremely favorable
56
C5:
Truck drivers
Organization
Les routiers Suisses is a community who consist out of Swiss truck drivers.
Size 17 000 members (there may be more truck drivers outside the organization)
Responsibilities This organization provides and recommends courses for professional truck drivers. Furthermore they fight for the needs of professional truck drivers.
Competitors No competitors identified.
Decision makers The educational institutions for truck drivers, the organisation les routiers Suisses and the company linked to the truck driver.
Status of use No use of tunnel training.
Mandatory / not mandatory
Budget Unidentified
Trends
More women enter the industry of truck driving.
Stricter rules for drivers with sleep disorders.
Note 1: LesRoutiersSuisse. (2014). Association. Retrieved May 3, 2014 from
http://www.routiers.ch/index.php?option=com_content&view=article&id=6&Itemid=111&lang=fr-FR
Note 2: Mehault, M. (2013). Peut-on être chauffeur poids lourd et femme à la fois ?. Retrieved May 12, 2014 from
http://www.jobtransport.com/actualites/tag/femme-chauffeur-routier/
Note 3: Lockridge, D. (2013). Five Trends Affecting Todays Owner-Operators. Retrieved May 12, 2014 from
http://www.truckinginfo.com/channel/drivers/article/story/2013/05/five-trends-affecting-today-s-owner-
operators.aspx
57
C6:
Taxis
Organization
TaxiSuisse is an organization concerning the Swiss taxi branch which forms part of ASTAG (Association Suisse de transport routiers)
Size Vehicles: 25000 This is less than 50 % of all taxi operators in Switzerland. So about 52000 vehicles can be estimated for the whole taxi industry.(S. Huwyler, personal communication, May 5, 2014)
Responsibilities To improve and inform the taxi industry in Switzerland.
Competitors No competitors are identified.
Decision makers The taxi companies themselves. The region where their active.
Status of use These parties are not training in tunnels.
Mandatory / not mandatory
Budget Unidentified
Trends Unidentified
Note 1: ASTAG. (2014). Groupe professionnelle taxi. Retrieved May 4, 2014 from http://www.astag.ch/?rub=239
C7:
Busses
Organization
Postbus. Main provider of public transport services in Switzerland on regional level.
Size 3560 employees including bus drivers and entrepreneurs. 2200 Vehicles.
Responsibilities Provide transport for the public.
Competitors No competitors identified.
Decision makers The organization of Postbus.
Status of use These parties are not involved with tunnel training.
Mandatory / not mandatory
Budget 72 million francs capital (59 € million)
Trends Unidentified
Note 1: Postbus. (2014). Postbus Switzerland Ltd. Retrieved May 6, 2014 from http://www.carpostal.ch/en/pag-
startseite/pag-ueberuns.htm
58
C8:
Tunnel manager
Organization
A tunnel manager owns one or more tunnels.
Size 220 tunnel managers (tunnel spread x 1) (Note this estimated number may be less as the fact is that one tunnel manager can own more than just one tunnel)
Responsibilities Tunnel Manager is responsible of obeying the settled requirements and the status of the tunnel.
Competitors No competitors identified.
Decision makers Administrative authority which in Switzerland is the OFROU, and the tunnel manager himself.
Status of use According to FEDRO (Federal Road Office) of Switzerland every 2 a 3 years real practices in tunnels have to be organised. These practices include also the tunnel manager.
Mandatory / not mandatory
Budget Unidentified
Trends Unidentified
Note 1: Confédération Suisse. (2010). Exigences de sécurité applicables aux tunnels du réseau des routes
nationales. Retrieved April 10, 2014 from
http://www.astra.admin.ch/dienstleistungen/00129/00183/03189/index.html?lang=fr
Note 2: Confédération suisse. (n.d.). L’OFROU. Retrieved May 12, 2014 from
http://www.astra.admin.ch/org/index.html?lang=fr
59
C9:
Administrative Authorities
Organization
The administrative authority in Switzerland is l’office fédéral des routes (OFROU).
Size Unidentified
Responsibilities Guaranty the functioning of the national and principal traffic networks.
Competitors No competitors identified.
Decision makers Above the OFROU stands the directive of the European Union.
Status of use Not involved themselves with tunnel training. However they set up the rules for tunnel safety as for the minimum requirements for tunnel training considering parties as the fire brigade for instance.
Mandatory / not mandatory
Budget Unidentified
Trends
Provision of an each time safer and more durable road mobility
Note 1: Confédération Suisse. (2010). Exigences de sécurité applicables aux tunnels du réseau des routes
nationales. Retrieved April 10, 2014 from
http://www.astra.admin.ch/dienstleistungen/00129/00183/03189/index.html?lang=fr
Note 2: Confédération suisse. (n.d.). L’OFROU. Retrieved May 12, 2014 from
http://www.astra.admin.ch/org/index.html?lang=fr
60
C10:
Tunnel staff
Organization
Apart from the Tunnel manager a tunnel consist out of different departments wherein tunnel staff is active. One of the departments is the department of Technical Management and Maintenance.(D. Kaczmarek, personal communication, May 8, 2014) Tunnel staff involved with tunnel training consist out off in most cases 2 people for the control room, 1 tunnel guard,1 toll manager and the management team (consisting out of 1 or more people) (J. Meijering, personal communication, May 12, 2014). Size 1100 (Tunnelspread x tunnelstaff involved with training = 220x5)
Responsibilities Manage the tunnel.
Competitors No competitors identified.
Decision makers The tunnel manager & safety officer
Status of use According to FEDRO (Federal Road Office) of Switzerland every 2 a 3 years real practices in tunnels have to be organised. These practices include also the tunnel staff.
Mandatory / not mandatory
Budget Unidentified
Trends Unidentified
Note 1: Confédération Suisse. (2010). Exigences de sécurité applicables aux tunnels du réseau des routes
nationales. Retrieved April 10, 2014 from
http://www.astra.admin.ch/dienstleistungen/00129/00183/03189/index.html?lang=fr
61
C11:
Safety Officer
Organization
The Safety Officer can accrue from emergency services or either be someone within the tunnels staff.
Size 220 safety officers (tunnel spread x 1) (Note this estimated number may be less as the fact is that one safety officer can operate in more than just one tunnel in different regions.)
Responsibilities ‘’ensure coordination with emergency services and take part in the preparation of operational schemes’’.
Competitors IFA (International Fire Academy)
Decision makers Above the safety officer stands the Administrative Authority (L’OFROU). The tunnel manager gets advice from the safety officer in matter of safety.
Status of use According to FEDRO (Federal Road Office) of Switzerland every 2 a 3 years real practices in tunnels have to be organised including the safety officer of the tunnel.
Mandatory / not mandatory
Budget unidentified
Trends Unidentified
Note 1: Confédération Suisse. (2010). Exigences de sécurité applicables aux tunnels du réseau des routes
nationales. Retrieved April 10, 2014 from
http://www.astra.admin.ch/dienstleistungen/00129/00183/03189/index.html?lang=fr
Note 2: Tispol. (n.d.). A guide to driving in Switzerland. Retrieved March 17, 2014 from
https://www.tispol.org/guides/switzerland.pdf
62
C12:
Inspection entities
Organization
Inspection identities are used by the Administrative Authority to confirm that tunnel managers are respecting the tunnel minimum safety requirements. L’OFROU (Office fédéral des routes) can apply the tasks of an inspection identity only if the quality and skills manage to reach the standards of the Administrative Authority or independent inspection identities are selected to precede inspections in tunnels.
Size Unidentified
Responsibilities To inspect and control wheatear the minimum safety requirements for tunnels are been respected or not.
Competitors No competitors identified.
Decision makers The Administrative authority, because it settles the minimum requirements of quality and skills among the inspection identities.
Status of use Unidentified
Mandatory / not mandatory
Budget Unidentified
Trends Unidentified
Note 1: Confédération Suisse. (2010). Exigences de sécurité applicables aux tunnels du réseau des routes
nationales. Retrieved April 10, 2014 from
http://www.astra.admin.ch/dienstleistungen/00129/00183/03189/index.html?lang=fr
63
C13:
Crisis teams
Organization
Public /private
Size
Responsibilities .
Competitors
Decision makers
Status of use
Mandatory / not mandatory
Budget
Trends
Note: no relevant information found
C14:
Cargo/ Towing services
Organization
Public /private
Size
Responsibilities .
Competitors
Decision makers
Status of use
Mandatory / not mandatory
Budget
Trends /
Note: no relevant information found
64
C15:
Founders of tunnels
Organization
Consist of tunnel builders and architects within construction/engineering organizations as: Gasser Felstecknik AG who is specialized in Drilling, mining, safety and protection for underground work as tunnels.
Size 200 employees
Responsibilities Realise building projects including the design and making of tunnels.
Competitors Verstollen Hagerbach.
Decision makers The building organization.
Status of use Tunnel builders and architects are not involved with tunnel training.
Mandatory / not mandatory
Budget Unidentified
Trends Unidentified
Note 1: Gasser Felstechnik. (2014). Über uns. Retrieved May 10, 2014 from
http://www.felstechnik.ch/index.php?id=39
Note 2: Verstollen Hagerbach. (2010). Welcome to the Hagerbach test gallery. Retrieved May 5, 2014 from
www.hagerbach.ch
65
C16:
Switzerland Scientific institutions
Organization
Scientific institutions include universities and research organizations as: -EPFL, Swiss Federal Institute of Technology Lausanne -ETHZ, Swiss Federal Institute of Technology Zurich (The Risk and Resilience Research Team forms part of this institution and has interest in among other things conducting research concerning risk analysis, resilience, crisis management and critical infrastructure protection.) -Università della Svizzera italiana -University of Basel -University of Bern -University of Fribourg -University of Genève -University of Lausanne -University of Lucerne -University of Neuchâtel -University of St.Gallen -University of Zürich
Size 12 institutions indentified
Responsibilities Conduct research in order to find solutions and improve educative material for instance.
Competitors No competitors identified.
Decision makers The head of the institutions themselves and the researchers.
Status of use Unidentified. (some institutions might be involved with research among tunnels)
Mandatory / not mandatory
Budget The Swiss National Science Foundation (SNSF) has a budget of above 700 million francs (€ 573 million) per year.
Trends
Internationalization of academic workforce
Leading world institutions
Publications of Swiss researchers have high impact especially among themes as natural sciences, life sciences and engineering.
Note 1: Swissuniversity.ch. (n.d.). Beeing a researcher in Switserland. Retrieved May 10, 2014 from
http://www.studyinginswitzerland.ch/research-working.htm
66
Note 2: SwissCore. (n.d). Swiss research system. Retrieved May 10, 2014 from https://www.swisscore.org/swiss-
knowledge/research
Note 3: Academia.edu. (2014). CSS Risk and Resilience Research team. Retrieved May 10, 2014 from
http://ethz.academia.edu/RiskandResilienceResearchTeam
67
Appendix D
Data potential segments France
D1:
Fire brigade
Organization
In France the fire provision services are organized on communal, departmental and national level.
Size 2483300 fire fighters
Responsibilities To protect people, the environment and property from all types of accident or emergencies.
Competitors Several safety regions train or have future trainings at the IFA (International Fire Safety Academy) as SDIS (safety region) 68,69,88,90 and SDIS 13. Furthermore also the fire brigade of Mont-Blanc trains once a year at one of the IFA’s tunnel facilities. (M. Vogt, personal communication, May 2, 2014)
Decision makers The Mayor (Le Maire) on communal level, the SDIS (safety regions) on departmental level which is led by a senior officer and on national level the DGSCGC (Directorate General Directorate of Civil Security and Risk Management). Furthermore the Chef of each corps is an important decision maker.
Status of use According to the Directive of the European Parliament (2004) every emergency service including fire fighters have to train every four years at least in tunnels in as realistic possible circumstances and once a year a simulation training needs to be fulfilled. Furthermore each French region has its own separate tunnel legislation.
Mandatory / not mandatory
Budget The budget of the SDIS( Le service départemental d'incendie et de secours ) is € 4803 million euro in total. This amount is divided by investment (€ 851 million) and operational costs (€ 3952 million).
Trends
The profession of fire men is the most trustfulness according to the French public (also in many other countries).
Public safety experts design education and training programs for all crises partners as for fire men in order to limit disasters in the future.
Note 1: Pompiers.fr. (2014). LES SAPEURS-POMPIERS. Organisation. Retrieved May 6, 2014 from
http://www.pompiers.fr/accueil/accueil
68
Note 2: Pompiers.fr. (2014).LES SAPEURS- POMPIERS. Les statistiques 2013. Retrieved May 6, 2014 from
http://www.pompiers.fr/accueil/accueil
Note 3: Directive of the European Parliament. (2004). Minimum safety requirements for tunnels in the Trans-
European Road network 2004. Retrieved February 12, 2014 from
http://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:32004L0054&from=EN
Note 4: Coindet, J.P. & Verrier, D. (2009). La sécurité dans les tunnels routiers en île-de-France 2009. Retrieved
May 12, 2014 from http://www.iau-idf.fr/fileadmin/Etudes/etude_649/Securite_dans_les_tunnels-
v6_avec_signets_01.pdf
Note 5: Haus, H. (2014, May 9). Sondage : le monde entier fait confiance aux pompiers. Le Parisien. Retrieved
May 10, 2014 from http://www.leparisien.fr/societe/le-monde-entier-aime-les-pompiers-09-05-2014-3826937.php
Note 6: interieur.gouv.fr. (2014). Sécurité civile. Retrieved May 10, 2014 from http://www.interieur.gouv.fr/Le-
ministere/Securite-civile
69
D2:
Police
Organization
The main police forces are the police nationale, the gendarmerie nationale and the Compagnie Républicaine de la Sécurité. In addition in many cities there are municipal police.
Size 145. 000 police officers (contact.police, Personal communication, May 7, 2014)
Responsibilities The job of the police is to make sure the law is respected and to maintain order, protect citizens and their property, prevent crime, reduce the fear of crime and improve the quality of life for all inhabitants.
Competitors No competitors identified.
Decision makers The main authority of the national police is the DGPN (Directeur générale de la Police Nationale). A numerous of parties are linked to the DGPN as the CRS (Compagnie Républicaine de la Sécurité), La MILAD (Mission de Lutte AntiDrogue) and L’ENSP (École nationale supérieure de la Police). The gendarmerie nationale is an organization which consist out of semi military police men. They are police men which follow a military structure and they are accountable to the minister of the Ministry of Defence considering military aspects and for police aspects they will have to deal with the minister of the Ministry of interior and Kingdom Relations. The municipal police are accountable directly for the Mayor. On level of the police corps’ the commander is the main decision maker.
Status of use According to the Directive of the European Parliament (2004) every emergency service including the police have to train every four years at least in tunnels in as realistic possible circumstances and once a year a simulation training needs to be fulfilled. Furthermore each French region has its own separate tunnel legislation.
Mandatory / not mandatory
Budget € 12,2 milliard
Trends Unidentified
Note 1: Just Landed. (2014). The French Police. Retrieved May 7, 2014 from
http://www.justlanded.com/english/France/Articles/Culture/The-French-police
Note 2: Prospects. (2014). Police officer job description. Retrieved May 7, 2014 from
http://www.prospects.ac.uk/police_officer_job_description.htm
Note 3: Police Nationale. (2011). Organisation. Retrieved May 7, 2014 from
http://www.police-nationale.interieur.gouv.fr/Organisation
70
Note 4: Directive of the European Parliament. (2004). Minimum safety requirements for tunnels in the Trans-
European Road network 2004. Retrieved February 12, 2014 from
http://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:32004L0054&from=EN
Note 5: Moreau, V. (2013, November 13). France: les policier dans la rue contre le budget 2014. Les voix du
monde. Retrieved May 7, 2014 from http://www.rfi.fr/france/20131113-policiers-budget-colere-manifestations-
alliance-fo-valls-controle-identite-int%C3%A9rieur-delinquance/
Note 6: Coindet, J.P. & Verrier, D. (2009). La sécurité dans les tunnels routiers en île-de-France 2009. Retrieved
May 12, 2014 from http://www.iau-idf.fr/fileadmin/Etudes/etude_649/Securite_dans_les_tunnels-
v6_avec_signets_01.pdf
71
D3:
Ambulances
Organization
There are private ambulances and public ambulances.
Size 47000 paramedic’s
Responsibilities A paramedic will show up at emergencies which include minor injuries, sudden illness, and casualties caused from road and rail accidents, criminal violence, fires and other incidents. Their main responsibility is to ensure emergency transport.
Competitors No competitors identified.
Decision makers An important organization among the French public and private paramedic’s is ADF (Ambulanciers de France). This organization fights for the future of the paramedics in France and therefore looks for opportunities and improvement.
Status of use According to the Directive of the European Parliament (2004) every emergency service including the police have to train every four years at least in tunnels in as realistic possible circumstances and once a year a simulation training needs to be fulfilled. Furthermore each French region has its own separate tunnel legislation.
Mandatory / not mandatory
Budget Unidentified
Trends
Ambulances organizations are aware of scientific and technical evolutions, especially with the concern of rescue and medicines. Furthermore ambulances organisations continuously try to improve their skills and knowledge.
Note1: Le Parisien. (2014). Fiche Métier : Ambulancier, c’est d’abord une vocation. Retrieved May 7, 2014 from
http://etudiant.aujourdhui.fr/etudiant/info/fiche-metier-ambulancier-c-est-d-abord-une-vocation.html
Note 2: ADF. (2014). Qui sommes-nous?. Retrieved May 7, 2014 from
http://www.ambulanciersdefrance.fr/adf/qui-sommes-nous/
Note 3: Directive of the European Parliament. (2004). Minimum safety requirements for tunnels in the Trans-
European Road network 2004. Retrieved February 12, 2014 from
http://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:32004L0054&from=EN
Note 4: Coindet, J.P. & Verrier, D. (2009). La sécurité dans les tunnels routiers en île-de-France 2009. Retrieved
May 12, 2014 from http://www.iau-idf.fr/fileadmin/Etudes/etude_649/Securite_dans_les_tunnels-
v6_avec_signets_01.pdf
72
D4:
Citizens
Organization
No organization. Just population of France. Individuals. Who can be divided in woman, men children etc.
Size 64.29 million habitants
Responsibilities Depends per human been and life stage. Work, study, implement mother/fatherhood etc.
Competitors No competitors identified.
Decision makers Their culture religion friend’s family the community etc.
Status of use Individuals don’t take tunnel training of any kind.
Mandatory / not mandatory
Budget Average (brut) income is € 2410
Trends
All theory books for succeeding on the theoretical test of a driving’s license contains one chapter about tunnel safety
Note 1: Le Parisien. (2013). Le salaire moyen atteint 2410 euros bruts mensuels. Retrieved May 8, 2014 from
http://www.leparisien.fr/economie/votre-argent/le-salaire-moyen-atteint-2-410-euros-bruts-mensuels-13-03-2013-
2637973.php
Note 2: Worldpopulationreview. (2014). France Population 2014. Retrieved May 14, 2014 from
http://worldpopulationreview.com/countries/france-population/
Note 3: Aurand, V., Perrin, B. & Tesson, M. (2012). Road tunnel safety: HGV driver training in France. Journal of
Elsevier, 48, 473-483.
73
D5:
Truck drivers
Organization
La fédération nationale des transporteurs routier (HNTR) is the first professional organization considering road transportation including truck drivers.
Size 12500 companies are member of the HNTR. In total the French branch of truck drivers employs over 800 000 people.
Responsibilities It provides specialized information considering the branch and it investigates the possibility of improvement with regard to the industry. Furthermore this organization represents all professional road transport companies within France.
Competitors No competitors identified.
Decision makers Précidence de la Fédération(President of the federation). The main educational institutions in handing out drivers qualification are: FIMO and FCO. There are over hundred other trainings institutes for HGV( heavy goods driving) drivers in France. However the mentioned ones are approved by the state.
Status of use Around the area of the Mont- Blanc tunnel and the Fréjus tunnel professional drivers as thruck drivers are being trained.
Mandatory / not mandatory
Budget The budget of the French state considering transport was € 15,5 milliard in 2009.
Trends
More women enter the industry of truck driving
Stricter rules for drivers with sleep disorders
Professional drivers are becoming an important party within taking action (leading and helping others) during an accident until the emergency services arrive.
Note 1: FNTR. (n.d.). La gouvernance de la FNTR. Retrieved May 12, 2014 from http://www.fntr.fr/la-
fntr/organisation/la-gouvernance-de-la-fntr
Note 2: Lignesdevi. (n.d.). Economie. Retrieved May 12, 2014 from
http://www.lignesdevi.fr/economie/economie.html
Note 3: Mehault, M. (2013). Peut-on être chauffeur poids lourd et femme à la fois ?. Retrieved May 12, 2014 from
http://www.jobtransport.com/actualites/tag/femme-chauffeur-routier/
Note 4: Lockridge, D. (2013). Five Trends Affecting Todays Owner-Operators. Retrieved May 12, 2014 from
http://www.truckinginfo.com/channel/drivers/article/story/2013/05/five-trends-affecting-today-s-owner-
operators.aspx
Note 5: Aurand, V., Perrin, B. & Tesson, M. (2012). Road tunnel safety: HGV driver training in France. Journal of
Elsevier, 48, 473-483.
74
D6:
Taxis
Organization
In France there are different federations for taxis as for instance l’Union Nationale des Taxis and the Fédération nationale des taxis. One of the many taxis companies in France is Les taxis bleus.
Size More than 3000 Vehicles. (Les taxis bleus)
Responsibilities Take passengers from point A to B.
Competitors No competitors identified.
Decision makers The taxi companies themselves and the taxi driving qualification institutes as the ABC DE FORMATION TAXIS and L’École TAXI PGS.
Status of use They are not involved with tunnel training.
Mandatory / not mandatory
Budget Unidentified
Trends
France wants professional drivers as taxis to be involved with tunnel safety (driving).
Note 1: UNT. (2014). Les Fédérations et Syndycats de Taxi. Retrieved May 12, 2014 from http://www.taxis-de-
france.com/abonnes/text.php?id=annuairefederationssyndicats
Note 2: Aurand, V., Perrin, B. & Tesson, M. (2012). Road tunnel safety: HGV driver training in France. Journal of
Elsevier, 48, 473-483.
Note 3: Les taxis bleus. (n.d.). La Société. Retrieved May 19, 2014 from https://www.taxis-bleus.com/qui-
sommes-nous/la-societe.htm
Note 4: UNT. (2014). Les écoles de formation. Retrieved May 19, 2014 from http://www.taxis-de-
france.com/abonnes/text.php?id=annuaireecoles
75
D7:
Busses
Organization
In France there almost no national or even regional bus services. For the reason that the train connections cover up most connections between the French cities and therefore people are more likely to travel with the train. Furthermore medium distance bus services are operated by the main railway company of France, namely the SNCF. In addition almost each town has its own local bus service.
Size Unidentified
Responsibilities Provide transport for the public.
Competitors No competitors identified.
Decision makers The SNCF plays a great role in providing regional bus services.
Status of use This party is not involved with tunnel training.
Mandatory / not mandatory
Budget Unidentified
Trends Unidentified
Note 1: About-Franc.com. (2014). Bus and coach travel in France. Retrieved May 13, 2014 from http://about-
france.com/france-bus-travel.htm
76
D8:
Tunnel manager
Organization
A tunnel manager owns one or more tunnels.
Size 900 tunnel managers (tunnel spread x 1) (Note this estimated number may be less as the fact is that one tunnel manager can own more than just one tunnel)
Responsibilities Tunnel Manager is responsible of obeying the settled requirements and the status of the tunnel.
Competitors No competitors identified.
Decision makers Administrative authority, and the tunnel manager himself.
Status of use According to the Directive of the European Parliament (2004) also tunnel managers have to train every four years at least in tunnels in as realistic possible circumstances and once a year a simulation training needs to be fulfilled. Furthermore each French region has its own separate tunnel legislation.
Mandatory / not mandatory
Budget Unidentified
Trends Unidentified
Note 1: Cetu. (n.d.). Le Cetu en quelques mots. Retrieved May 13, 2014 from http://www.cetu.developpement-
durable.gouv.fr/le-cetu-en-quelques-mots-r5.html
Note 2: Directive of the European Parliament. (2004). Minimum safety requirements for tunnels in the Trans-
European Road network 2004. Retrieved February 12, 2014 from
http://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:32004L0054&from=EN
Note 3: Coindet, J.P. & Verrier, D. (2009). La sécurité dans les tunnels routiers en île-de-France 2009. Retrieved
May 12, 2014 from http://www.iau-idf.fr/fileadmin/Etudes/etude_649/Securite_dans_les_tunnels-
v6_avec_signets_01.pdf
77
D9:
Administrative Authorities
Organization
Unidentified
Size Unidentified
Responsibilities Guaranty the functioning of the national and principal traffic networks.
Competitors No competitors identified.
Decision makers Above the administrative authority stands the directive of the European Union.
Status of use Not involved themselves with tunnel training. However they set up the rules for tunnel safety as for the minimum requirements for tunnel training considering parties as the fire brigade for instance.
Mandatory / not mandatory
Budget Unidentified
Trends Unidentified
78
D10:
Tunnel staff
Organization
Apart from the Tunnel manager a tunnel consist out of different departments wherein tunnel staff is active. One of the departments is the department of Technical Management and Maintenance.(D. Kaczmarek, Personal communication, May 8, 2014) Tunnel staff involved with tunnel training consist out off in most cases 2 people for the control room, 1 tunnel guard,1 toll manager and the management team (consisting out of 1 or more people) (J. Meijering, Personal communication, May 12, 2014).
Size 4500 (Tunnelspread x tunnelstaff involved with training = 900x5)
Responsibilities Manage the tunnel.
Competitors No competitors identified.
Decision makers The tunnel manager & safety officer
Status of use According to the Directive of the European Parliament (2004) also the tunnel staff have to train every four years at least in tunnels in as realistic possible circumstances and once a year a simulation training needs to be fulfilled. Furthermore each French region has its own separate tunnel legislation.
Mandatory / not mandatory
Budget Unidentified
Trends Unidentified
Note 1: Cetu. (n.d.). Le Cetu en quelques mots. Retrieved May 13, 2014 from http://www.cetu.developpement-
durable.gouv.fr/le-cetu-en-quelques-mots-r5.html
Note 2: Directive of the European Parliament. (2004). Minimum safety requirements for tunnels in the Trans-
European Road network 2004. Retrieved February 12, 2014 from
http://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:32004L0054&from=EN
Note 3: Coindet, J.P. & Verrier, D. (2009). La sécurité dans les tunnels routiers en île-de-France 2009. Retrieved
May 12, 2014 from http://www.iau-idf.fr/fileadmin/Etudes/etude_649/Securite_dans_les_tunnels-
v6_avec_signets_01.pdf
79
D11:
Safety officer
Organization
The Safety Officer can accrue from emergency services or either be someone within the tunnels staff.
Size 900 safety officers (tunnel spread x 1)
(Note this estimated
number may be less
as the fact is that one
safety officer can
operate in more than
just one tunnel in
different regions.
Responsibilities ‘’ensure coordination with
emergency services and
take part in the
preparation of
operational schemes’’.
Competitors Possibly the IFA as safety officers can accrue from the fire brigade. (M. Vogt, personal communication, May 2, 2014)
Decision makers Above the safety officer
stands the Administrative
Authority. The tunnel
manager gets advice
from the safety officer in
matter of safety.
Status of use According to the Directive of the European Parliament (2004) also the safety officer of a tunnel have to train every four years at least in tunnels in as realistic possible circumstances and once a year a simulation training needs to be fulfilled. Furthermore each French region has its own separate tunnel legislation.
Mandatory / not mandatory
Budget Unidentified
Trends Unidentified
Note 1: Directive of the European Parliament. (2004). Minimum safety requirements for tunnels in the Trans-
European Road network 2004. Retrieved February 12, 2014 from
http://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:32004L0054&from=EN
Note 2: Coindet, J.P. & Verrier, D. (2009). La sécurité dans les tunnels routiers en île-de-France 2009. Retrieved
May 12, 2014 from http://www.iau-idf.fr/fileadmin/Etudes/etude_649/Securite_dans_les_tunnels-
v6_avec_signets_01.pdf
Note 3: Cetu. (n.d.). Le Cetu en quelques mots. Retrieved May 13, 2014 from http://www.cetu.developpement-
durable.gouv.fr/le-cetu-en-quelques-mots-r5.html
80
D12:
Inspection entities
Organization
Inspection entities consist out of private organizations who are consulted by the administrative authority.
Size Unidentified
Responsibilities To inspect and control wheatear the minimum safety requirements for tunnels are been respected or not.
Competitors No competitors identified.
Decision makers The Administrative authority, because it settles the minimum requirements of quality and skills among the inspection identities.
Status of use Unidentified
Mandatory / not mandatory
Budget Unidentified
Trends Unidentified
Note 1: Directive of the European Parliament. (2004). Minimum safety requirements for tunnels in the Trans-
European Road network 2004. Retrieved February 12, 2014 from
http://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:32004L0054&from=EN
D13:
Crisis teams
Organization
The Samu is present within each French department.
Size Unidentified
Responsibilities Provide emergency medicine service.
Competitors No competitors identified.
Decision makers The director of Samu whithin a certain French department.
Status of use Not involved with tunnel training.
Mandatory / not mandatory
Budget Unidentified
Trends Unidentified
Note 1: Samu urgences de France. (2014). Présentation. Retrieved May 19, 2014 from http://www.samu-de-
france.fr/fr/vie_samu/presentation
81
D14:
Cargo/towing
Organization
France Remorquage automobile is a towing service located in Bordeaux.
Size Unidentified
Responsibilities Helping automobile drivers who have a car breakdown or have had an accident.
Competitors No competitors identified.
Decision makers The director of the company.
Status of use Not involved with tunnel training.
Mandatory / not mandatory
Budget Unidentified
Trends Unidentified
Note 1: France Remorquage automobile. (n.d.). Présentation. Retrieved May 19, 2014 from http://france-
remorquage-automobile.com/?page_id=6
D15:
Founders of tunnels
Organization
Bouygues is a globally recognized leader construction company.
Size 52400 employees
Responsibilities Realize durable constructions considering private and public building, transport infrastructure, energy and communication networks internationally.
Competitors No competitors identified.
Decision makers Department with regard to tunnel building.
Status of use Not involved with tunnel training.
Mandatory / not mandatory
Budget Their net return is € 277 million.
Trends Unidentified
Note 1: Bouygues. (2014). Groupe. Retrieved May 19, 2014 from http://www.bouygues-
construction.com/6i/groupe.html
Note 2: Bouygues. (2014). Chiffres clés. Retrieved May 19, 2014 from http://www.bouygues-
construction.com/14i/groupe/chiffres-cles.html
82
D16:
Scientific institutions
Organization
There are many universities in France as l’université de Nantes and l’université de Bordeaux. Furthermore there are as well many research bodies in France as the CNRS (French National Center for Scientific Research) and the INRETS (French National Institute for Transports and Safety Research)
Size 83 universities 25 research institutions
Responsibilities Conduct research in order to find solutions and improve educative material for instance.
Competitors No competitors identified.
Decision makers The head of a certain scientific institutions.
Status of use The CETU(tunnel study centre) is involved with tunnel research.
Mandatory / not mandatory
Budget € 7, 77 billion
Trends
Decrease in government research spending
Note 1: Cetu. (n.d.). Le Cetu en quelques mots. Retrieved May 13, 2014 from http://www.cetu.developpement-
durable.gouv.fr/le-cetu-en-quelques-mots-r5.html
Note 2: France in the United states. (n.d.). Science and Research in France. Retrieved May 19, 2014 from
http://www.consulfrance-chicago.org/spip.php?article564
Note 3: About-France.com. (2014). List of French universities and their websites. Retrieved May 19, 2014 from
http://about-france.com/universities.htm
Note 4: Casussus, B. (2014, January 2). French academy decries slide in research spending. Nature:
International weekly journal of science. Retrieved May 19, 2014 from http://www.nature.com/news/french-
academy-decries-slide-in-research-spending-1.14451
83
Appendix E
Data potential segments Italy
E1:
Fire brigade
Organization
The National Fire Corps (Corpo Nazionale dei Vigili del Fuoco - CNVVF).
Size : 35.000 professional and volunteer units
Responsibilities As reported by the Italian law, the national Fire corps, forms the key part of the civil protection system in Italy. Its responsibility is to ‘’ protect the personal safety and integrity of goods’’.
Competitors The IFA (International Fire Academy. Every year the fire brigade of the Mont-Blanc tunnel, which includes French and Italian firemen, train at the tunnel facility in Switzerland. (M. Vogt, personal communication, May 2, 2014)
Decision makers The main decision maker of the CNVVF is the Ministry of the Interior. Furthermore the Chef of each corps is an important decision maker which organizes trainings for their squad every year.
Status of use According to the Directive of the European Parliament (2004) all emergency services including fire brigade have to train every four years at least in tunnels in as realistic possible circumstances and once a year a simulation training needs to be fulfilled. Furthermore Italy follow the tunnel guideline issued in 2009 by the National Autonomous Roads Corporation (ANAS).
Mandatory / not mandatory
Budget Unidentified
Trends
Regionalization of the fire brigade
Note 1: Corpo Nazionale dei Vigili del Fuoco. (2009). The national fire corps. Retrieved May 14, 2014 from
http://www.vigilfuoco.it/aspx/Page.aspx?IdPage=5374
Note 2: ANAS. (2009). LE LINEE GUIDA PER LA PORGETTAZIONE DELLA SICUREZZA NELLA GALLERIE
STRADALI SECONDO LA NORMATIVA VIGENTE. Retrieved May 14, 2014 from
http://www.aipcr.it/DesktopModules/ViewDocument.aspx?DocumentID=40
84
E2:
Police
Organization
The Italian police consist out of the Carabinieri, a corps who deals with serious crime, the State police (polizia di stato), who is responsible for the security of the main road (polizia stradale) and the Local police (vigili urbani), which exceeds traffic control and municipal administration.
Size Carabinieri: 113,000 State police: / Local police: /
Responsibilities
All parties are responsible for the public order and security.
Competitors No competitors identified.
Decision makers The ministry interior and for only the Carabinieri the Ministry of Defence.
Status of use According to the Directive of the European Parliament (2004) all emergency services including the police have to train every four years at least in tunnels in as realistic possible circumstances and once a year a simulation training needs to be fulfilled. Furthermore Italy follow the tunnel guideline issued in 2009 by the National Autonomous Roads Corporation (ANAS).
Mandatory / not mandatory
Budget Unidentified
Trends Unidentified
Note 1: Justlanded. (2014). The Italian Police. Retrieved May 14, 2014 from
http://www.justlanded.com/english/Italy/Articles/Culture/The-Italian-Police
Note 2: Directive of the European Parliament. (2004). Minimum safety requirements for tunnels in the Trans-
European Road network 2004. Retrieved February 12, 2014 from
http://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:32004L0054&from=EN
85
E3:
Ambulances
Organization
Each region in Italy has its representative organization for ambulances.
Size Unidentified
Responsibilities A paramedic will show up at emergencies which include minor injuries, sudden illness, and casualties caused from road and rail accidents, criminal violence, fires and other incidents. Their main responsibility is to ensure emergency transport.
Competitors No competitors identified.
Decision makers The ambulance organizations and the Health district.
Status of use According to the Directive of the European Parliament (2004) all emergency services including ambulances have to train every four years at least in tunnels in as realistic possible circumstances and once year simulation training needs to be fulfilled. Furthermore Italy follow the tunnel guideline issued in 2009 by the National Autonomous Roads Corporation (ANAS).
Mandatory / not mandatory
Budget Unidentified
Trends
Ambulances organizations are aware of scientific and technical evolutions, especially with the concern of rescue and medicines. Furthermore ambulances organisations continuously try to improve their skills and knowledge.
Note 1: Ambulancezorg Nederland. (2010). Ambulance care in Europe. Retrieved May 14, 2014 from
file:///D:/Downloads/report-ambulancecare-in-europe-jan-2010.pdf
Note 2: Directive of the European Parliament. (2004). Minimum safety requirements for tunnels in the Trans-
European Road network 2004. Retrieved February 12, 2014 from
http://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:32004L0054&from=EN
86
E4:
Citizens
Organization
No organization. Just population of Italy. Individuals. Who can be divided in woman, men children etc.
Size 60.89 million habitants
Responsibilities Depends per human been and life stage. Work, study, implement mother/fatherhood etc
Competitors No competitors identified.
Decision makers Their culture religion friend’s family etc.
Status of use Individuals don’t take tunnel training of any kind.
Mandatory / not mandatory
Budget Average year income is € 23,917
Trends Unidentified
Note 1: Worldpopulationreview. (2014). Italy Population 2014. Retrieved May 14, 2014 from
http://worldpopulationreview.com/countries/italy-population/
Note 2: Ask. (2014). What is the average income per person in Italy?. Retrieved May 14, 2014 from
http://www.ask.com/question/average-income-in-italy
87
E5:
Truck drivers
Organization
ITZ Cargo is an Italian transport company which was founded in Milan and currently takes care of transport of goods to different European countries.
Size Unidentified
Responsibilities Make sure the customer is satisfied with the transportation service.
Competitors No competitors identified.
Decision makers The director of the company.
Status of use Professional drivers including truck drivers which are involved with the Mont Blanc tunnel undertake tunnel driving courses according to a research of the Tunnel Studies Centre which was issued between the year 2004 and 2009.
Mandatory / not mandatory (for the most part of Italy)
Budget Unidentified
Trends
More women enter the industry of truck driving
Stricter rules for drivers with sleep disorders
Note 1: Aurand, V., Perrin, B. & Tesson, M. (2012). Road tunnel safety: HGV driver training in France. Journal of
Elsevier, 48, 473-483.
Note 2: ITX Cargo. (2011). The company. Retrieved May 16, 2014 from http://www.itxcargo.com/lang/en/the-
company/
Note 4: Mehault, M. (2013). Peut-on être chauffeur poids lourd et femme à la fois ?. Retrieved May 12, 2014 from
http://www.jobtransport.com/actualites/tag/femme-chauffeur-routier/
Note 5: Lockridge, D. (2013). Five Trends Affecting Todays Owner-Operators. Retrieved May 12, 2014 from
http://www.truckinginfo.com/channel/drivers/article/story/2013/05/five-trends-affecting-today-s-owner-
operators.aspx
88
E6:
Taxis
Organization
There are different taxi companies in different regions of Italy. One taxi company is BTR Nollegio which operates mostly in the surroundings of Rome and other touristic cities in Italy.
Size 12 drivers (L. Sundru, personal communication May 16, 2014)
Responsibilities Transport passengers.
Competitors No competitors indentified.
Decision makers The taxi company.
Status of use Not involved with tunnel training.
Mandatory / not mandatory
Budget Unidentified
Trends Unidentified
Note 1: BTR Noleggio. (2013). About us. Retrieved May 16, 2014 from http://www.besttaxiroma.com/en/about-us/
E7:
Busses
Organization
Most busses operate on regional level in Italy. However the main national bus companies consist out off: Sais, Interbus, Sita, Autostradale, Baltour, La panoramica, Ias, Saj, Marino and Consorzio Autolinee.
Size Unidentified
Responsibilities Provide transport for the public.
Competitors No competitors indentified
Decision makers The bus company.
Status of use Not involved with tunnel training.
Mandatory / not mandatory
Budget Unidentified
Trends Unidentified
Note 1: Infomobil. (2009). Travelling by bus- national connections. Retrieved May 16, 2014 from
http://infomobil.org/nl/content/travelling-bus-national-connections
89
E8:
Tunnel manager
Organization
A tunnel manager owns one or more tunnels.
Size 517 tunnel managers (tunnel spread x 1) (Note this estimated number may be less as the fact is that one tunnel manager can own more than just one tunnel)
Responsibilities Tunnel Manager is responsible of obeying the settled requirements and the status of the tunnel.
Competitors No competitors identified.
Decision makers Administrative authority which in Italy is the Ministero dei Lavori Publblici, and the tunnel manager himself.
Status of use According to the Directive of the European Parliament (2004) the tunnel staffs including the manager has to train every four years at least in tunnels in as realistic possible circumstances and once a year a simulation training needs to be fulfilled. Furthermore Italy follows the tunnel guideline issued in 2009 by the National Autonomous Roads Corporation (ANAS).
Mandatory / not mandatory
Budget Unidentified
Trends Unidentified
Note 1: Directive of the European Parliament. (2004). Minimum safety requirements for tunnels in the Trans-
European Road network 2004. Retrieved February 12, 2014 from
http://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:32004L0054&from=EN
Note 2: ANAS. (2009). LE LINEE GUIDA PER LA PORGETTAZIONE DELLA SICUREZZA NELLA GALLERIE
STRADALI SECONDO LA NORMATIVA VIGENTE. Retrieved May 14, 2014 from
http://www.aipcr.it/DesktopModules/ViewDocument.aspx?DocumentID=40
Note 3: Palazzoli. (2007). Systems for tunnels. Retrieved May 15, 2014 from
http://www.lewden.com/sites/default/files/Tunnel%20guid%20line.pdf
90
E9:
Administrative authority
Organization
The Ministero dei Lavori Publblici.
Size Unidentified.
Responsibilities Guaranty the functioning of the national and principal traffic networks.
Competitors No competitors identified.
Decision makers Above the administrative authority stands the Directive of the European Union.
Status of use Not involved themselves with tunnel training. However they set up the rules for tunnel safety as for the minimum requirements for tunnel training considering parties as the fire brigade for instance.
Mandatory / not mandatory
Budget Unidentified
Trends Unidentified
Note 1 : ANAS. (2009). LE LINEE GUIDA PER LA PORGETTAZIONE DELLA SICUREZZA NELLA GALLERIE
STRADALI SECONDO LA NORMATIVA VIGENTE. Retrieved May 14, 2014 from
http://www.aipcr.it/DesktopModules/ViewDocument.aspx?DocumentID=40
Note 2: Directive of the European Parliament. (2004). Minimum safety requirements for tunnels in the Trans-
European Road network 2004. Retrieved February 12, 2014 from
http://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:32004L0054&from=EN
91
E10:
Tunnel staff
Organization
Apart from the Tunnel manager a tunnel consist out of different departments wherein tunnel staff is active. One of the departments is the department of Technical Management and Maintenance.(D. Kaczmarek, Personal communication, 8 May 2014) Tunnel staff involved with tunnel training consist out off in most cases 2 people for the control room, 1 tunnel guard,1 toll manager and the management team (consisting out of 1 or more people) (J. Meijering, Personal communication, 12th May 2014).
Size 2585 (Tunnelspread x tunnelstaff involved with training = 517x5)
Responsibilities Manage the tunnel.
Competitors No competitors identified.
Decision makers The tunnel manager & safety officer
Status of use According to the Directive of the European Parliament (2004) also the tunnel staffs has to train every four years at least in tunnels in as realistic possible circumstances and once a year a simulation training needs to be fulfilled. Furthermore each French region has its own separate tunnel legislation.
Mandatory / not mandatory
Budget Unidentified
Trends Unidentified
Note 1: Palazzoli. (2007). Systems for tunnels. Retrieved May 15, 2014 from
http://www.lewden.com/sites/default/files/Tunnel%20guid%20line.pdf
Note 2: Directive of the European Parliament. (2004). Minimum safety requirements for tunnels in the Trans-
European Road network 2004. Retrieved February 12, 2014 from
http://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:32004L0054&from=EN
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E11:
Safety Officer
Organization
The Safety Officer can accrue from emergency services or either be someone within the tunnels staff.
Size 517 safety officers (tunnel spread x 1) (Note this estimated number may be less as the fact is that one safety officer can operate in more than just one tunnel in different regions.)
Responsibilities ‘’ensure coordination with emergency services and take part in the preparation of operational schemes’’.
Competitors IFA (International Fire Academy)
Decision makers Above the safety officer stands the Administrative Authority (Ministero dei Lavori Publblici). The tunnel manager gets advice from the safety officer in matter of safety.
Status of use According to the Directive of the European Parliament (2004) also the safety officer has to train every four years at least in tunnels in as realistic possible circumstances and once a year a simulation training needs to be fulfilled. Furthermore each French region has its own separate tunnel legislation.
Mandatory / not mandatory
Budget Unidentified
Trends Unidentified
Note 1: Directive of the European Parliament. (2004). Minimum safety requirements for tunnels in the Trans-
European Road network 2004. Retrieved February 12, 2014 from
http://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:32004L0054&from=EN
Note 2: ANAS. (2009). LE LINEE GUIDA PER LA PORGETTAZIONE DELLA SICUREZZA NELLA GALLERIE
STRADALI SECONDO LA NORMATIVA VIGENTE. Retrieved May 14, 2014 from
http://www.aipcr.it/DesktopModules/ViewDocument.aspx?DocumentID=40
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E12:
Inspection entities
Organization
Inspection identities are used by the Administrative Authority (Ministero dei Lavori Publblici) to confirm that tunnel managers are respecting the tunnel minimum safety requirements. The Administrative Authority or independent inspection identities are selected to precede inspections in tunnels.
Size Unidentified
Responsibilities To inspect and control wheatear the minimum safety requirements for tunnels are been respected or not.
Competitors No competitors identified.
Decision makers The Administrative authority, because it settles the minimum requirements of quality and skills among the inspection identities.
Status of use Unknown
Mandatory / not mandatory
Budget unidentified
Trends Unidentified
Note 1: Directive of the European Parliament. (2004). Minimum safety requirements for tunnels in the Trans-
European Road network 2004. Retrieved February 12, 2014 from
http://eur-lex.europa.eu/legal-content/EN/TXT/PDF/?uri=CELEX:32004L0054&from=EN
Note 2: ANAS. (2009). LE LINEE GUIDA PER LA PORGETTAZIONE DELLA SICUREZZA NELLA GALLERIE
STRADALI SECONDO LA NORMATIVA VIGENTE. Retrieved May 14, 2014 from
http://www.aipcr.it/DesktopModules/ViewDocument.aspx?DocumentID=40
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E13:
Crisis teams
Organization
National Civil Protection service coordinates the complex system of providing calamity services on national level.
Size Unidentified
Responsibilities To prevent disasters and reduce the effect of them when already occurred.
Competitors No competitors identified.
Decision makers The mayor.
Status of use Unidentified
Mandatory / not mandatory
Budget Unidentified
Trends Unidentified
E14:
Cargo/towing
Organization
Size
Responsibilities
Competitors
Decision makers
Status of use
Mandatory / not mandatory
Budget
Trends
Note: no relevant information found
95
E15:
Founders of tunnels
Organization
The leading construction company in Italy is Astaldi which operates as well on international level.
Size More than 9500 employees
Responsibilities To construct complex infrastructures.
Competitors No competitors identified.
Decision makers They head of the company.
Status of use Not involved with tunnel training.
Mandatory / not mandatory
Budget € 2,5 billion revenue
Trends Unidentified
Note 1: Astaldi. (2014). Astaldi at a glance. Retrieved May 19, 2014 from
http://www.astaldi.it/group/astaldi_at_a_glance/
E16:
Scientific institutions
Organization
There are many universities, and the capital Rome has three universities itself. Research institutions are among a few others the national research council (CNR), National institute of nuclear physics, Politecnico di Milano and PROTOS research institute of Trieste.
Size 39 Scientific institutions
Responsibilities Conduct research in order to find solutions and improve educative material for instance.
Competitors No competitors identified.
Decision makers The head of the institutions themselves and the researchers.
Status of use Unidentified. (some institutions might be involved with research among tunnels)
Mandatory / not mandatory
Budget Unidentified.
Trends
6.000 Italian scientist abandon their home country each year
Research in Italy is mainly concentrated in the Northern part of the country
The Italian investment on Research and Development is below the European Average (in 2010 1, 1 % of the gross domestic product, European average 1, 8%)
New plan launched ‘’INDUSTRY 2015’’ by 24 Technical Districts involving an investment of € 370 million.
96
Note 1: Stan’s link to science institutions. (2012). Italian Science institutions. Retrieved May 17, 2014 from
http://www.ebyte.it/library/ScienceInstitutions.html#scienceit
Note 2: Schreck, R. (2010, January). Career strategies for young European scientists. Retrieved May 17, 2014
from http://www.labtimes.org/labtimes/funding/funding/2010_01.lasso
97
Appendix F
Competitive analysis
Tunnel Safety S.A. IFA Hagerbach Tunnel du Fréjus (CFETIT)
Objectives
To provide services with regard to fire in tunnels and to test ventilation systems of different types. To target fire brigades and other rescue partners, Tunnel operators and safety managers, tunnel design and engineering staff, operating personal tunnel control rooms, mobile equipment drivers.
To create different realistic scenarios for mainly fire fighters.
Increasing safety and security in tunnels by providing different testing services, trainings and courses for construction companies, fire fighters and rescue teams. It also aims the normal public by organizing events in the underground cave tunnels.
Tunnel fire training; improve intervention teams share operational experiences.
Strengths
- Tunnel length ( 600 m) - Flexibility ventilation system possibilities
- two tunnel facilities
- horizontal and vertical
recue and escape routes - true life simulation - Europe's leading fire service academy for classroom instruction and practical training in underground
transportation facilities. - partnership Swiss Federal Roads Office (FEDRO) - operating on international level
- Leading position in international R&D projects at EU level. Hagerbach participates in international safety and security research and is involved in the construction industry as a partner and a source of know-how.
- tunnel identical to real tunnel (ventilation, SOS recess, fire posts, direction markers, electrical boxes, road signs and traffic lights)
Weaknesses
False tunnel (it is built on the surface and loses the essence of a real underground tunnel)
Length of tunnels (260 and 150 m)
no realistic road tunnel Size of fire tunnel facility
Estimation Reaction patterns
They will be focused on doing research and test among fires in tunnels.
They will be focused on recreating tunnel accident scenarios.
They will be continuing emphasizing their services among underground construction research and fire test
They might operate more internationally.
Note 1: TST. (n.d.). Tunnel safety S.A. Retrieved May 5, 2014 from http://www.tunneltest.com
Note 2: IFA. (n.d.). Tunnel training facilities. Retrieved May 5, 2014 from http://www.ifa-swiss.ch/en/ifa-
uva/infrastructure/tunnel-training-facilities.html
Note 3: Verstollen Hagerbach. (2010). Welcome to the Hagerbach test gallery. Retrieved May 5, 2014 from
www.hagerbach.ch
Note 4: CFETIT. (n.d.). Centre de Formation et d’Entraînement aux Techniques d’Intervention en Tunnel.
Retrieved May 5, 2014 from http://www.cfetit.com/
98
Appendix G
Personal communication list
Name: Function: Company:
C. Perusset Assistant of the direction Institut Suisse de Police
D. Kaczmarek Customer services Westerschelde Tunnel
J. Meijering Direction Vigiles your partner in safety
L. Sandru Staff BTR Noleggio
L. Wassenberg Direction Vigiles your partner in safety
M. Vogt Head consulting International Fire Academy (IFA)
S. Huwyler Head of Passenger Transport & Taxis
ASTAG Swiss Transport Association
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Appendix H
Interview: target group requirements
Date: 12/05/2014
Location: Vigiles, Terneuzen, The Netherlands
Interviewer: M. de Jong (myself)
Respondent: J. Meijering
Questions: Answers
1. What possible target strategy would you suggest for the market of underground tunnel safety? Would focus on just one segment a few attractive ones or on every possible segment?
I would not focus on just one segment. Instead I would focus on all possible attractive segments and with time learn which one are most suitable for the business.
2. What should the minimum size of a target segment be? (100-200-500 etc.)
Doesn’t matter. As long as the combination of different customer segments align with the desired occupancy and return.
3. Is there a preference for private or either public organizations? If yes why?
There is no preference. Because both have regulations to respect.
4. What is more importance when looking at a target segment, the quality you can deliver to it or the size/quantity of the segment?
This depends on the genre of training. For basic trainings quantity is more important than quality and for specialised trainings the quality you can deliver to a segment is more important than its size.
5. What is the desired year capacity of the tunnel facility?
200 days a year and per exercise an average group of 12 people (200 x 12 = 2400 people a year)
100
Appendix I
Target group determination
I1: potential segments evaluation
Switzerland Potential customer segment: Evaluation:
Fire brigade Opportunities
Size (96792 fire fighters)
Obliged by law to train in tunnels (2 a 3 times each year).
Link between tunnel and fire safety (both expertise’s of Vigiles.)
Trend for improved education and physical condition of fire fighters on all levels.
Threats
Presence of a potential competitor (IFA)
Police Opportunities
Size (22431 policemen)
Obliged by law to train in tunnels (only if their tunnels within the region the police is operating
Threats
Effort and will to train outside their region at the safety centre.
Ambulances Opportunities
Obliged by law to train in tunnels
Interest in new knowledge among rescue in tunnels
Threats
Effort and will to train outside their region at the safety centre.
Size of the segment is unidentified
Citizens Opportunities
Size (8 million citizens)
Threats
Not obliged to take any
101
Public finances are extremely favorable
tunnel training
New to the market (uncertainty response)
Truck drivers Opportunities
Size (more than 17000 truck drivers)
Can be targeted easily through educational institutions that give initial and continued training and education to the truck driving industry.
Awareness of importance of safety in tunnels (professional driver)
Threats
Not obliged to take any tunnel training
New to the market (uncertainty response)
Taxis Opportunities
Size (about 52000 vehicles)
Can be targeted easily through educational institutions that give initial and continued training and education to the taxi industry
Threats
Not obliged to take any tunnel training
New to the market (uncertainty response)
Busses Opportunities
Size (3560 employees within the Postbus bus company)
Can be targeted easily through educational institutions that give initial and
Threats
Not obliged to take any tunnel training
New to the market (uncertainty response)
102
continued training and education to bus drivers.
Tunnel manager Opportunities
Obliged by law to train in tunnels
Responsible for tunnel safety
Threats
Size
Administrative authority Opportunities
L’OFROU is responsible for road safety in general and has the authority to set up requirements and rules.
Aim for an safer and more durable road mobility
Threats
Not obliged to take any tunnel training
Tunnel staff Opportunities
Obliged by law to train in tunnels
Size (1100 tunnel employees)
Threats
Effort and will to train outside their region at the safety centre.
Safety Officer Opportunities
Obliged by law to train in tunnels
Responsible for tunnel safety
Threats
Size
Competition (IFA, as safety officers can accrue from the fire brigade)
Inspection entities Opportunities
Unidentified
Threats
The inspection identities might have their own specialized training among tunnel safety.
Crisis teams Opportunities (no relevant information found)
Threats (No relevant information found)
Cargo/Towing services Opportunities (no relevant information found)
Threats (no relevant information found)
Founders of tunnels Opportunities
Test new
Threats
Size
103
materials
Special training considering safety at the building phase of a tunnel.
Not obliged to take any tunnel training
Competitor (Hagerbach)
Scientific institutions Opportunities
The Swiss Federal Institute of Technology Zurich (ETHZ)
Leading world institutions of research
Threats
Research interest of researchers
France Potential customer segment: Evaluation
Fire brigade Opportunities
Size (2483300 fire fighters)
Obliged by law to train in tunnels
Link between tunnel and fire safety (both expertise’s of Vigiles.)
Threats
Competitor (IFA)
Police Opportunities
Size (145000 police officers)
Obliged by law to train in tunnels
Threats
Effort and will to train outside their region at the safety centre.
Ambulances Opportunities
Size (47000 paramedic’s)
Obliged by law to train in tunnels
Interest in new knowledge among rescue in tunnels
Threats
Effort and will to train outside their region at the safety centre.
Citizens Opportunities
Size (64.29 million habitants)
All theory
Threats
Not obliged to take any tunnel training
New to the
104
books for succeeding on the theoretical test of a driving’s license contain one chapter about tunnel safety (awareness)
market (uncertainty response)
Truck drivers
Opportunities
Size (800 000 employees)
Professional drivers are becoming an important party within taking action (leading and helping others during an accident until the emergency services arrive.)
Can be targeted easily through educational institutions that give initial and continued training and education to the truck driving industry as FIMO and FCO.
Around the Mont-Blanc and the Fréjus tunnel there has been trained and France plans to expand tunnel training among the country eventually.
Threats
Competitor (Fréjus – training facility)
Not obliged to take any tunnel training
Taxis Opportunities
Size (3000 vehicles from the company les taxis blues)
France wants professional drivers as taxis
Threats
Not obliged to take any tunnel training
105
to be involved with tunnel safety (driving)
Can be targeted easily through educational institutions that give initial and continued training and education to the taxi industry as ABC DE FORMATION TAXIS and L’École TAXI PGS.
Busses Opportunities
The SNCF (provides regional bus services)
Threats
Not obliged to take any tunnel training
People are more likely to travel by train in France.
Tunnel Manager Opportunities
Obliged by law to train in tunnels
Responsible for tunnel safety
Threats
Effort and will to train outside their region at the safety centre.
Administrative authority Opportunities
Unidentified
Threats
Not obliged to take any tunnel training
Tunnel Staff Opportunities
Size (4500 tunnel staff)
Obliged by law to train in tunnels
Threats
Effort and will to train outside their region at the safety centre.
Safety Officer Opportunities
Obliged by law to train in tunnels
Responsible for tunnel safety
Threats
Competition (IFA, as safety officers can accrue from the fire brigade)
Inspection entities Opportunities
Unidentified
Threats
The inspection identities might
106
have their own specialized training among tunnel safety.
Crises teams Opportunities
The Samu
Threats
Not obliged to take any tunnel training
Cargo/towing services Opportunities
France Remorquage (towing service Bordeaux)
Threats
Not obliged to take any tunnel training
New to the market (uncertainty response)
Founders of tunnels Opportunities
Size 52400 employees (percentage involved with tunnels unidentified)
Bouygues global leader construction
Test new materials
Special training considering safety at the building phase of a tunnel.
Threats
Not obliged to take any tunnel training
Scientific institutions Opportunities
INRETS (French National Institute for Transports and Safety Research)
The CETU (tunnel study center)
Threats
Research interest of researchers
Decrease government research spending
107
Italy Potential customer segment: Evaluation
Fire brigade Opportunities
Size (35 000 fire fighters)
Easier to target due to regionalization of the fire brigade.
Obliged by law to train in tunnels
Link between tunnel and fire safety (both expertise’s of Vigiles.)
Threats
Competitor (IFA) (Mont Blanc fire brigade)
Police Opportunities
Polizia stradale( responsible for the security of the main road)
Obliged by law to train in tunnels
Threats
Effort and will to train outside their region at the safety centre.
Ambulances Opportunities
Obliged by law to train in tunnels
Interest in new knowledge among rescue in tunnels
Threats
Effort and will to train outside their region at the safety centre.
Size of the segment is unidentified
Citizens Opportunities
Size (60.89 million habitants)
Threats
Not obliged to take any tunnel training
New to the market (uncertainty response)
Truck drivers
Opportunities
Can be targeted easily through educational institutions that give initial and continued training and education to the truck driving
Threats
Not obliged to take any tunnel training
Size unidentified
108
industry.
ITZ Cargo
Involvement truck drivers of the Mont blanc
Taxis Opportunities
BTR Nollegio
Threats
Size
Not obliged to take any tunnel training
Busses Opportunities
National bus companies as Sais, Interbus, Sita, Autostradale, Baltour, La panoramica.
Can be targeted easily through educational institutions that give initial and continued training and education to bus drivers.
Threats
Not obliged to take any tunnel training
Tunnel Manager Opportunities
Obliged by law to train in tunnels
Responsible for tunnel safety
Threats
Effort and will to train outside their region at the safety centre.
Administrative authority Opportunities
The Ministero dei Lavori Pubblici
Threats
Not obliged to take any tunnel training
Tunnel Staff Opportunities
Size (2585 tunnel staff)
Obliged by law to train in tunnels
Threats
Effort and will to train outside their region at the safety centre.
Safety Officer Opportunities
Obliged by law to train in tunnels
Threats
Competition (IFA, as safety officers can
109
Responsible for tunnel safety
accrue from the fire brigade)
Inspection entities Opportunities
Unidentified
Threats
The inspection identities might have their own specialized training among tunnel safety.
Crises teams Opportunities
National Civil Protection service
Threats
Not obliged to take any tunnel training
Cargo/towing services Opportunities (no relevant information found)
Threats (no relevant information found)
Founders of tunnels Opportunities
Astaldi (leading costruction company in Italy)
Size ( more than 9500 employees)
Threats
Not obliged to take any tunnel training
Test new materials
Special training considering safety at the building phase of a tunnel.
Scientific institutions Opportunities (unidentified)
Threats
Italian investment on Research and development is below the European Average.
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I2: Target group determination
Target group determination:
How many segments will be served?
6/8 per country
Which segments are the most attractive? (Each country is evaluated which has resulted in the following ranking for attractiveness)
Target group determination strategy: I would not focus on just one segment. Instead I would focus on all possible attractive segments and with time learn which one are most suitable for the business.(J.Meijering, personal communication, May 12, 2014)
Switzerland
1.Fire brigade
2.Tunnel staff, police and ambulances
3.Truck drivers
4.Busses
5.Taxis
6. Citizens
France
1.Fire brigade
2.Tunnel staff, police and ambulances
3.Truck drivers
4.Bougues (construction company)
5.Taxis
6.Citezens
Italy
1.Fire brigade
2.Tunnel staff, police and ambulances
3.Truck drivers
4.Astaldi (construction company)
5. Busses
6.Citezens
