Document of The World Bank

FOR OFCLAL USE ONLY Public Disclosure Authorized Report No. 13914

PROJECT COMPLETIONREPORT

REPUBLIC OF INDONESIA Public Disclosure Authorized

RAILWAY TECHNICALASSISTANCE PROJECT (LOAN 2891-IND)

JANUARY 19, 1995 Public Disclosure Authorized

InfrastructureDivision

Public Disclosure Authorized Country Department III East Asia and Pacific Regional Office

This document has a restricted distribution and may be used bv recipients only in the performance of theirofTicial duties. Its contents may not otherwise be disclosed without World Bank authorization. CURRENCY EQUIVALENTS (as of May 1994)

Currency Unit = Rupiah (Rp) US$1 = Rp 2,150 Rp 1 million US$482

WEIGHTS AND MEASURES

1 meter (m) = 39.37 inches 1 kilometer (kin) = 0.62 miles I hectare (ha) = 2.47 acres

FISCAL YEAR OF BORROWER

Government of Indonesia and Indonesia State Railway Public Corporation

April 1 - March 31

ABBREVIATIONS AND ACRONYMS

ERR - Economic Rate of Return GOI - Government of Indonesia ICB - International Competitive Bidding IND - Indonesia MIS - Management Information System MTC - Ministry of Transport and Communications NPV - Net Present Value Perum - Government-owned public corporation PJKA - Indonesian State Railway (Perusahaan Jawatan Kereta Api) PPAR - Project Performance Audit Report RSI - Resident Staff Indonesia (WB office in Indonesia) RTA - Railway Technical Assistance sq km - square kilometer US$ - United States Dollars FOR OFFICIAL USE ONLY THE WORLD BANK Washington, D.C. 20433 U.S.A.

Office of Director-General OperationsEvaluation

January 19, 1995

MEMORANDUM TO THE EXECUTIVE DIRECTORS AND THE PRESIDENT

SUBJECT: Project Completion Report on Republic of Indonesia Railway Technical Assistance Project (Loan 2891-IND1

Attached is the Project Completion Report on Republic of Indonesia - Railway Technical AssistanceProject (Loan 2891-IND),prepared by the East Asia and Pacific Regional Office with Part II contributed by the Borrower.

The project, the second to date for Indonesia railways, kad two objectives: to bring measurable and significant improvements in railway traffic operations and (mechanical and track) maintenance with four years of project approval (1987); and to lay the groundwork for a major railwayreorientation which was to result in the railway'sfinancial viabilitywithin seven to eight years. Technical assistance, which lent its name to the project title, represented 20 percent of total project costs; equipment accounted for 60 percent, and training for 20 percent.

The project was implemented at estimated costs, with a delay of one year. It achieved most of its major objectives. A major accomplishmentwas the railway'stransformation from a government department into a semi-autonomouscorporation. Trainingyielded good results. Operational changes occurred, most of them positive, but of uncertain import. Unaudited accounts for the last four years suggest that the railway made progress financially. But financial viability remains elusive in an environment of below-cost freight rates, non-economic passenger services and inadequate levels of operational efficiency.

The project outcome is rated as marginallysatisfactory, and institutional impact as substantial. Sustainabilityis rated as uncertain because of financial uncertainties affecting railwaysoperations.

PCR quality is fair. No audit is planned.

Attachment

Thia documenthas a restricteddistribution and may be used by recipients only in the performance of their officialduties. Its contentsmay not otherwisebe disclosedwithout World Bank authorization.

FOR OFFICIAL USE ONLY INDONESIA PROJECT COMPLETION REPORT

RAILWAY TECHNICAL ASSISTANCE PROJECT (Loan 2891-IND)

TAJBLEOF CoNTENTrs

Page No.

Preface ...... i

Evaluation Summary ...... ii

Part I PROJECT IMPLEMENTATION ASSESSMENT . . A. Introduction. 1 B. Performance Judgements and Analysis. 2 (a) Project Objectives. 2 (b) Achievement of Project Objectives. 3 (c) Implementation Record .5 (d) Project Sustainability. 6 (e) Bank's Performance. 7 (f) Borrower's Performance. 7 (g) Assessment of Outcome. 7 (h) Key Lessons Learned. 7

Part II PROJECT REVIEW FROM BORROWER'S PERSPECTIVE ... 8

Part III STATISTICAL TABLES ...... 40 Table 1: Summary of Assessments ...... 41 Table 2: Related Bank Loans/Credits ...... 42 Table 3: Project Timetable ...... 42 Table 4: Loan/Credit Disbursements: Cumulative, Estimated and Actual ...... 43 Table 5: Project Costs ...... 43 Table 6: Project Financing ...... 43 Table 7: Status of Legal Covenants ...... 44 Table 8: Bank Resources: Staff Inputs ...... 45 Table 9: Bank Resources: Missions ...... 46 Table 10: List of Training Modules Implemented ...... 47 Table 11: Equipment Purchases for Training Modules ...... 48 Table 12: Operational and Financial Targets/Actuals ...... 49

Appendix: Map No. 25852.53.------......

This documenthas a restricteddistribution and maybe used by recipientsonly in the performanceof their officialduties. Its contentsmay not otherwisebe disclosedwithout World Bank authorization. l I PROJECT COMPLETION REPORT

INDONESIA RAILWAYTECHNICAL ASSISTANCE PROJECT (Loan 2891-IND)

PREFACE

This is the Completion Report for the Railway Technical Assistance Project in Indonesia, for which Loan 2891-IND in the amount of US$28 million equivalent was approved by the Board on December 8, 1987 and made effective on January 7, 1988. There was no Staff Appraisal Report, only a Memorandum and Recommendation of the President for this technical assistance project.

The loan was closed on June 30, 1993. The original closing date was June 30, 1992. Final disbursements took place on July 15, 1993. A balance of US$413,222.18 was cancelled on November 2, 1993, effective July 15, 1993. The project was financed by the Bank and the Government of Indonesia only.

This Completion Report was prepared by Adhemar Byl of the Infrastructure Division of Country Department III in the East Asia and Pacific Regional Office and reviewed by Anupam Khanna, Division Chief, EA3IN, David Hawes, transport sector specialist at RSI, Joris Van der Ven, task manager for highway sector and port projects in Indonesia, as well as Izzet Zincir, Project Advisor of EA3 and M.S. Parthasarathi, task manager for the project, both now retired.

Preparation of this Completion Report was begun during a combined supervision and project preparation mission of December 1993. It is based on material in the project file. The Borrower contributed to preparation of the Completion Report by preparing its own evaluation of the project (Part II of this report) and by commenting on the draft of this Completion Report.

- ii - PROJECT COMPLETION REPORT

INDONESIA RAILWAY TECHNICAL ASSISTANCE PROJECT (Loan 2891-IND)

EVALUATIONSUMMARY

Introduction

i. The island of Java in Indonesia is one of the most densely populated areas in the world, making it a good candidate for modal mix in land transport. As a result, there is an extensive road and rail network on the island. There is also some rail activity on the larger, but less densely populated island of Sumatra. Altogether, the Indonesian railway system is the largest in Southeast Asia (para. 9). ii. The Bank's association with the transport sector in Indonesia has been very extensive (21 projects) but with the rail system it has been limited (2 projects, including this one). There have been thirteen road projects and two each in support of shipping, port and fertilizer distribution. The PPAR for the First Railway Project in Indonesia was issued in June 1981 (Report No. 3511). iii. The First Railway Project, Loan 1005-IND, was implementedin the second half of the 1970s, with disbursements stretching until January 1980. The purpose of the project was to assist Indonesia in arresting the decline in the railroad's share of the land transport market and in increasing the railroad's capacity and efficiency through a program of rehabilitation and modernization, including a large amount of technical assistance and practical training. Some progress was made and some targets were met, particularly regarding passenger transport. As far as freight was concerned, little change was achieved. iv. Not until early 1985 did the Government request that the Bank undertake a new evaluation of the State's railway problems. The Bank again concluded that institutional arrangements and operational and maintenance practices should and could be modernized and efficiency improved substantially with relatively small inputs of technical assistance and training and selected investments, mainly in office, workshop and goods handling equipment. This was the origin of the Railway Technical Assistance Project (RTA) which is reviewed here. ProjectDescription v. The project consisted of strengthening management information, costing, procurement, inventory control, train scheduling and rationalization of mechanical and track maintenance by inter alia providing technical assistance, training of staff, (especially on subjects such as train operations, marketing and sales, computer hardware and software), and handling equipment and by making physical improvements to facilitate container and intermodal traffic (para. 14). - iii -

Project Objectives vi. The principal objective of the project was to assist the State Railway [then a unit of the Ministry of Transport and Communications(MTC)] in efforts to bring about improvements in its traffic operations and in mechanical and track maintenance, while laying the groundwork for a major reorientation of commercial, operational and maintenance practices to enable the railway to become financially viable over a seven to eight year period (paras. 7-10). Although the main effort to achieve this purpose was of a technical assistance nature, the equipment purchases would consume more than 56 percent of the project cost and more than 60 percent of the loan amount (paras. 13-16).

vii. Loan covenants and agreements expected to promote these objectives were:

(a) to substantially reduce the number of railway employees; (b) to prepare annually, before the start of the budget year, a detailed staff training program, satisfactory to the Bank; (c) to convert the State Railway from a unit in the Ministry of Communicationsinto a "perum" or government-ownedpublic corporation; (d) to achieve agreed operational and financial targets; (e) to agree annually with the Bank on the railway's investment plan; and (f) to sign a technical assistance and training contract with an international consultant firm before loan effectiveness.

viii. These objectives were reasonable and achievable. Most difficult to achieve were the substantial reduction in staff, the annual agreement on the railway investment program (in the context of the large amounts of questionable bilateral assistance) and the operational and financial targets. The latter were, in the final analysis, only partially achieved (paras. 11-17).

Implementation Experience and Results

ix. The project achieved many of its major objectives and some satisfactory development results. Achievement of the physical targets of the project was primarily the result of the quantitatively and qualitatively successful training efforts, which were themselves the result of the training method selected. The training effort was broken up into more than 22 modules (Part 111,Table 10), each prepared and taught by competent middle-level executives of overseas railways, who were only available because the training did not require longer-term absence from their own career path. The Government of Indonesia was very supportive, and although with a year delay, did the required nominal institutionaltransformation of the state railway from a Government department to a semi- independent corporation (perum) while ownership of the track was retained by the Government. The financial autonomy remains unsatisfactory (paras. 18-20 and 27).

x. The project was completed with need for only one year extension of the closing date. The total cost of the project was US$31 million including taxes of US$100,000 on Consultant Services. No taxes were levied on railway equipment and materials. Except for US$413,000 which were cancelled, the rest of the US$28 million loan was disbursed. Consultant services and training were financed 100 percent from the loan. Equipment and materials were financed 100 percent from the loan for foreign expenditures and 65 or 95 percent for local expenditures. Government counterpart funding was appropriate.

--- ~--~-~-- --~ ~~ ~ ~ ~~ ~~~ ~~~ - iv -

xi. Whereas the project has laid some solid foundations, there will be a need for continued assistance and support to realize the full technical and institutional benefits and objectives. It was recognized at the outset that financial targets would at the earliest be reached three to four years beyond the implementation period of the project and considerably more effort will be required to make the financial objectives achievable (para. 17).

xii. The Bank's supervision effort was satisfactory and very supportive of the railway's implementationeffort. The supervision teams had very good relations with the Government and the railway managementteam. There was continuity, as the same person, an economist, remained the task manager over the implementation period. Only on the engineering side was there less continuity (para. 23). The Government was very responsive to the training efforts and effects, as all former trainees were promoted and several were nominated to higher managerial positions (para. 24).

xiii. This was a project that, drawing lessons from the substantially less than optimal training and operational effort under the first project, had considerably more success. Though there was room for improvement, the project substantially achieved its development objectives (para. 25).

Summary of Findings, and Key Lessons Learned for Future Operations

xiv. Important findings of the project implementationexperience were that:

* participating in a financially responsible manner in the freight market will require a much more focused and concentrated effort, for which tariff and institutional changes, and training and operational improvement efforts may have to be complemented by new investments in track and rolling stock and in transit facilities;

* making financial improvements overall, particularly on the passenger side, will require long-term arrangements with the Government in the form of subsidies or permission to reduce money losing services; it will also require further efforts to reduce the number of unnecessary employees;

* attitude changes will also be necessary to develop an independentrailway company, able to finance its own operational and investment expenditures;

* modular training, to attract bright middle-level people rising in their own overseas railway environment, was a good idea which resulted from the judgement of the Bank's appraisal team that the technical assistance under the first rail project had not succeeded because such bright people could not be attracted when they had to be absent from their own companies for two years or more at a time (para. 26).

xv. To develop a railroad company that takes a responsible part in freight transport, that is financially independent of Government and that eventually might belong to, or be more dependent on the private sector, tariff changes and further operational, institutional and training efforts will be required through a series of projects of a sectoral nature. Hence the need for successive new projects, for which preparatory studies have been launched (para. 21). I - 1 - Part I: PROJECT IDENTITY

A. INTRODUCTION

1. The islandof Java in Indonesiais one of the most denselypopulated areas in the world, makingit a good candidatefor modalmix in land transport. As a result, there is an extensiveroad and rail networkon the island. Thereis also somerail activityon the larger, but less densely populatedisland of Sumatra, primarily dedicated to specific commodityfreight transport services. Altogether,the Indonesianrailway system is the largest in SoutheastAsia.

2. The Bank's associationwith the transport sectorin Indonesiahas been very extensive(21 projects)but with the rail system it has been limited (2 projects). There havebeen thirteenroad projectsand two shipping,two port and two fertilizerdistribution projects. The PPAR for the First RailwayProject in Indonesiawas issued in June 1981 (ReportNo. 3511).

3. The First RailwayProject, Loan 1005-IND,was implementedin the second half of the 1970s, with disbursementsstretching until January 1980. The purposeof the projectwas to assistIndonesia in arrestingthe declinein the railroad's share of the land transportmarket and in increasingthe railroad's capacityand efficiencythrough a program of rehabilitationand modernization,including a large amountof technicalassistance and practical training. The general conclusion was that the project made a valuable contribution. The ongoingdeterioration of the railway was arrested. Some additional progresswas made and some project targets were met, particularlyregarding passenger transport. For freight, volumestransported increased substantially but tariffs were so low that for every extra ton transporteddeficits increased. Much work remainedto be done and discontinuationof technicalassistance resulted in loss of the gains made. Finally,the Governmentmade a policy decisiondeclaring the railway a social service, in apparent conflictwith the loan documents.

4. Not until early 1985did the Governmentrequest that the Bank undertakea new evaluation of the State's railway problems. The Bank again concluded that institutionalarrangements and operationaland maintenancepractices should and could be modernizedand efficiencyimproved substantially with relativelysmall inputs of technical assistanceand training and selected investments,mainly in office, workshopand goods handlingequipment. This was the origin of the Railway TechnicalAssistance Project (RTA)which is reviewedhere.

5. The project consistedof strengtheningmanagement information, costing, procurement,inventory control, train schedulingand rationalizationof mechanicaland track maintenanceby inter alia providingtechnical assistance, training of staff, (especially on subjects such as train operations, marketing and sales, computer hardware and software),and handling equipmentand by making physical improvementsto facilitate containerand intermodaltraffic. In additionthere were some institutionaltasks of which the transformationof a section of a ministry(perjaan) into a more autonomousagency (Perumka)was the major one (para. 8). - 2 -

6. The project comprised the following physical items:

(a) technical assistance (about 270 staff-months) to the State Railway (PJKA) in the following areas: a comprehensive management information system, costing, procurement and inventory control, train scheduling, and rationalization of mechanical and track maintenance (US$6 million including contingencies, of which US$4 million to be financed by the Bank);

(b) training of railway staff (about 430 staff-months) in all areas of modem railway operations and specifically train operations, marketing and sales (US$6.5 million of which US$6 million to be financed by the Bank);

(c) acquisition of equipment for handling containers and intermodal traffic, a few pieces of maintenance and miscellaneous equipment, and computer hardware and software for a management information system (US$17.5 million all to be financed by the Bank); and

(d) minor physical improvements, such as paving of yards, to facilitate container and intermodal traffic (US$1 million of which US$0.5 million to be financed by the Bank).

B. PERFORMANCEJUDGEMENTS AND ANALYSIS

(a) Project Objectives

7. The principal purpose of the project was to assist the State Railway in efforts to bring about improvements in its traffic operations and in mechanical and track maintenance, while laying the groundwork for a major reorientation of commercial, operational and maintenance practices to enable the railway to become financially viable over a seven to eight year period. These original objectives of the project did not need modification during the project implementation period.

8. The loan covenants and agreements expected to promote these objectives were:

(a) to substantially reduce the number of railway employees from about 47,000 to about 41,000 by March 31, 1991, and to provide funds to PJKA for compensation of redundant staff;

(b) to prepare at least two months prior to the start of the relevant budget year a detailed training plan, satisfactory to the Bank, for the training of PJKA staff and to carry out the plan;

(c) to carry out a program for the conversion of PJKA into a "perum" (government-ownedpublic corporation) by March 31, 1989; - 3 -

(d) to take all action necessary to enable PJKA to achieve the operational and financial targets agreed with the Bank; these actions were described in para. 9 of a Technical Annex to the MOP; and

(e) to submit to the Bank for comment, at least three months before the relevant budget year, a draft of PJKA's annual investment plan, and thereafter the final plan.

(f) to sign a technical assistance and training contract with an expatriate consultant firm before loan effectiveness.

9. The original objectives were clear and realistic and important for the Bank's Country Assistance Strategy in the transportation sector. In a country with a major island as densely populated as Java (more than 800 people per sq km, and more than 100 million people in total) and with a second island as large as Sumatra and endowed with substantial natural resources, railways must be able to play a substantial complementaryeconomic and environmental role to roads. There is a more than 6,000 km long network which makes it the longest network in South East Asia. The network is integrated in Java, but consists of three separate railways in Sumatra.

10. This was clearly an ambitious and demanding project for the borrower, who wisely agreed with the Bank on a project implementation agency supported by overseas consultants, who were judged to be so essential that they had to be contracted before the loan could become effective. The combination of Indonesianrailway-specific overseas and local training with practical group application of the material learned overseas under supervision of the overseas trainer, was an essential element in the success of the technical assistance, but also challenging as far as the complexity of the exercise was concerned.

(b) Achievement of Project Objectives

11. Most original objectives were reasonable and achievable to a large extent as the results summarized below show:

(a) the sensitive, but not over-ambitious employment reduction targets were achieved. The funds for payment of salaries to redundant staff, who were told to stay at home, were provided by the Government.

(b) the training program was successfully prepared and implemented. This was the result of the break-up of the training efforts originally in 15 and finally in 22 modules, each prepared and taught by competent middle-level executives of overseas railways, which were only available because the training did not require longer-term absence from their own career path (Part III, Table 10).

(c) With 19 months delay, i.e., on October 30, 1990, the Government transformed the State railway from a Government department into a semi- autonomous corporation (perum), while ownership of the track was retained by the Government. - 4 -

(d) The operational targets were only partially achieved; the financial targets were apparently achieved but there is still a need for tighter financial performance especially regarding subsidizationof non-economicservices (Part III, Table 12 and para. 16 below).

(e) The annual agreement on the railway's investment program raised a number of sensitive issues concerning a large number of questionable bilaterally financed projects.

(c) Implementation Record

12. The project achieved some of its major objectives and had some satisfactory development results. Considerably more effort, however, will be required to make sound financial objectives achievable. This was recognized at the outset, as the ultimate financial targets were only expected to be reached three to four years beyond the implementation period of the project (para. 1). Whereas the project has laid some solid foundations, there is a need for continued efforts to realize the full technical and institutional benefits and objectives.

13. The equipment purchases, though substantial, (in fact financially more important than technical assistance) were mainly in support of the primary objective which was to improve operational efficiency through practical training (Part II, Appendices 2 and 3a and b). They consisted of 26 contracts of which one, for TV equipment for a container terminal, was cancelled. The rest was more or less orderly, and timely procured with maximum delays not surpassing seven months. The Bank disbursed US$17.5 million for goods, with a total contract price of US$18.6 million or 94 percent of total. Bank participation ranged between 65 and 100 percent, 65 percent being for items procured locally, 95 percent for local ex-factory cost of goods and 100 percent of foreign cost. Average time spent between bid opening and contract award was about 6 months with a maximum of 11 months (Table 11).

14. Specifically the equipment purchases were in support of training modules 2 through 9 and 12 through 14. Module 9 Rationalizationand Modernization of Workshops and Sheds absorbed most of the money for equipment purchases (some US$7.5 million) followed by Module 12, the Jakarta-Yogyakarta Passenger Requirements Module (some US$3 million), Module 13, Selection of Integrated Management Information System and Installation of Car Control Software (some US$2.5 million) and Module 14, the Business Diversification Module (some US$1.1 million). All the remaining modules absorbed together some US$4 million in equipment (Table 11).

15. There are two problems worth mentioning because of the lesson to be learned from it for the future. In spite of US$2.3 million of telecommunicationsexpenditures, the computer mainframes are still not operational for lack of telecommunications lines and a rather expensive wheel lathe (US$1.7 million) which was purchased for the Yogyakarta workshop under ICB through an Indonesian supplier from a manufacturer in Bilbao, Spain, shipped from Spain in July 1992 and assembled in Yogyakarta in December 1992, was still not operational in December 1993 because it had not been commissioned by the supplier for lack of agreement on the commissioning costs as a result of misunderstandingand lack - 5 - of funds in Perumka's budget. The contract, which was cleared by the Bank, states clearly in the annexed Technical Specifications that 'The cost for installing and commissioning the machine, as well as for training the operating personnel, will be borne by the supplier". For an unexplained reason, it was agreed at the pre-bid meeting of July 1990 that cost of installing and commissioningwas not to be included in the equipment price and was to be agreed upon separately.

16. It took until the 1993/94 budget for Perumka to be able to spend the equivalent of US$75,000 for the commissioning through the mechanical engineering department of the local engineering university (Institut Teknologi Bandung). Loan funds could have been used for the purpose but by the time the lathe problem was discovered by a supervision mission, the loan had closed and remaining funds cancelled. The lesson to be drawn from this experience is that commissioning should never be removed from the supplier's contract, and the Government should maintain up to date loan accounts to know availability of funds at all times.

17. Over the period 1988/89-1993, on the basis of unaudited data, both revenue and expenditure of the railway company doubled but a deficit before depreciation of some Rp 33 billion turned into a surplus since 1990 and reached some Rp 29 billion (US$14 million) by 1993. The deficit after depreciation was recorded as declining from Rp 68 billion to Rp 1.1 billion (US$0.5 million). Over the same period the working ratio improved from 118 to 93 (Appendix4). The debt/equity ratio is forecast to improve from 0.91 percent in FY 1990 to 0.11 percent in FY 1994 (Appendix 4b). Wagon availability did worsen over the 1988/89-1992period but locomotive and coach availability improved from 70 to 76 percent and from 80 to 82 percent over the same period though neither achieved the targets of 85.5 (Part III, Table 12). Also locomotive utilization expressed in km/day, and net ton/train productivity as well as wagon turnaround time improved, the former from 279 to 379 km and from 196 to 229 ton per train and the latter from 8.6 days to 4.9 days, whereas utilization of locomotives and wagons worsened; only the coach utilization at 488 km per day in 1992/93 surpassed the target of 420 km per day (Appendix 7 and Part III, Table 12). It should further be noted that running time of express trains was substantially reduced (Part II, page 13).

18. Neither the President's Report (MOP) nor the Loan Agreement mentioned traffic figures. It is, however, worth noting that in absolute terms, rail passengers and freight transport were growing steadily in Java in the 1980s whereas in Sumatra only freight traffic was increasing. Total passenger traffic in Java and Sumatra, though decreasing in Sumatra, increasing by 4.6 percent per annum from 6.2 billion passenger-km in 1981 to 9.7 billion in 1991 and total freight increased by 13.6 percent per annum from less than 1 billion ton-km to some 3.5 billion.

19. The evaluation report of the training program by the implementing consultants showed substantial qualified success. The Government summarizes the training program as follows: Total trainees were 224 or an average of more than 10 per module; most trainees belonged to the railway company (Perumka) although there were also 10 trainees from the Directorate General of Land Transport (DGLT) and 4 trainees from the Ministry of Communication (MOC). More than 200 trainees are still with Perumka. Almost all were promoted (Part II Appendix 1, page 29). - 6 -

20. The Government of Indonesia was very supportive of the project, and achieved the required institutional transformation from a Government Department to a semi-independentGovernment corporation (Perum) [para. 12(c)].

(d) Project Sustainability

21. The Government did not clearly define its future relationship with Perumka as Perumka continues to be dependent on Government for all its investments. This is partially due to Perumka's obligation to produce non-economic passenger services but mainly to the fact that freight rates are too low. The project will need substantial institutional, operational and investment follow-up to achieve the sector policy improvements required to make rail play a more important and economic and environmental role, particularly in Java.

22. In an environment with higher tariffs, Perumka will have to show more aggressiveness in the freight market. Most of the rejuvenated current management consists of former trainees of the project. As far as public sector management and private sector development is concerned, major follow-up work is required and a study of the necessary further institutional and managerial development of Perumka is being carried out to this effect with the help of international management consultants financed by the Bank under an ongoing technical assistance project (Loan 3385-IND). A second study, to be managed by Perumka, is also being launched to define the necessary further operational improvement needs and to select, from among the ambitious Repelita VI railway investments, a core investment program that is feasible, implementable and fundable under future programs.

(e) Bank's Performance

23. The Bank's supervision effort was satisfactory and very supportive of the railway's implementation effort. The supervision team had very good relations with the Government and the younger railway management team. There was considerable continuity, the same economist/task manager was involved in supervision over the entire implementation period. On the engineering side there was, however, less continuity, as several engineers in succession assisted preparation and implementation of the project.

(f) Borrower's Performance

24. The Government was very responsive to the training efforts and effects, as several former trainees were nominated to managerial positions, including that of current managing director. Perumka was rejuvenated, modernized and given new, clearly defined and more ambitious targets. There is clear demand for follow-up in training modules such as the management information system (MIS). -7-

(g) Assessment of Outcome

25. This was a project that, drawing lessons from the substantially less than optimal training and operational effort under the first project in the seventies, had considerably more success the second time around. Although there was room for improvement, the project was highly satisfactory. Given the substantial achievements the assessment of this Completion Report is that this was a satisfactory project. Given the TA nature of the project, no effort was made to calculate an economic rate of return (ERR) or net present value (NPV), either at appraisal or in the President's Report and consequently not in this report either.

(h) Key Lessons Learned

26. The most important findings of the project implementation experience were that:

participating in a financially responsible manner in the freight market will require a much more focused and concentrated effort, for which tariff and institutional changes and training and operational improvement efforts may have to be complementedby new investments in track and rolling stock and in transit facilities;

* making financial improvements overall and on the passenger side will require long-term arrangements with the Government in the form of subsidies or permission to reduce money losing services; it will also require further efforts to reduce the number of unnecessary employees;

* ithesefinancial changes, combined with changes in attitude, will also be necessary to develop an independent railway company able to finance its own operational and investment expenditures;

* modular training to attract bright middle-level people rising in their own railway environment has been a good idea. In the judgement of the Bank's appraisal team, the technical assistance under the first rail project has not succeeded because these bright people could not be attracted when they had to be absent from their own environment for two years or more at a time.

27. To develop a railroad company that takes part satisfactorily in freight transport, that is financially independent of Government and that eventually might belong to or be more dependent on the private sector, tariff changes and further operational, institutional and training efforts as well as investments will be required through a series of projects of a sectoral nature for which preparatory studies are underway. * -~~~~~~~~~~~~~8-

Part II. PROJECT REVIEW FROM BORROWER'S PERSPECTIVE

I. A. Objectives : The World Bank Technical Assistance project was designed to : a) Transfer technology b) Improve management, operation and maintenance practices of PERUMKA c) Improve the utilization of the existing fixed assets, locomotives and rolling stock and, d) Strengthen PERUMKA's marketing capacity

The more specific objectives were : Improvement of the operation of Jakarta to Surabaya Express Freight Train, the quality of service of Jakarta - Yogyakarta and Jakarta - Bandung passenger trains, and the management information system (MIS) and its operation

II. B. Description of the Project The project consists of the following Strengthen PERUMKA in the areas of management information, costing, procurement and inventory control, train scheduling, and rationalization of mechanical and track maintenance, by interalia, providing technical assistance, training of PERUMKA staff in all areas (especially train operations, marketing and sales), computer hardware and software, handling equipment, and minor physical improvements to facilitate container and intermodal traffic.

III. Achievements :

The project has proceeded in accordance with the project description, but there are some variations in the level of success of each item. Some have been completed in the last 5 year - period, while others haven't been completed yet and have to be continued. (Appendix 1) For further clarifications, the following are explanations on the level of success of each area : -9-

1. MIS Computer Hardware and Software

Expatriate Consultants proposed a system oriented or data base approach. In this approach the definition and declaration of data is done independently from the programmes and applications. Working in a system oriented approach requires not only the necessary technical support from hardware and software, but also implies the introduction of a strict methodology especially in the field of data analysis. MIS has been developed for

* Hardware :

Six mainframe computers IBM AS/400 have been installed in Bandung (Head Office and Sub Region II), Jakarta, Surabaya, Yogyakarta and Semarang. They are not on line yet, because the telecommunication facilities have not been available. Project of telecomunication facilties outside the scope of this project. Telecommunication facilities are being developed, and expected to be finished at the end of 1994. The mainframe computer for the time being can be operated indepedently.

* Software

a. Ticketing and seat reservation

A Software Ticketing System has been installed at Jakarta - Bandung and Cirebon since September 1992. For other cities such as Yogyakarta, Semarang and Surabaya it will be installed soon. b. Wagon Control System Software Wagon Control System is being developed, test operation for Jakarta - Bandung Container Traffic is being prepared.

c. SupplY and Stock Management Inventory Control software has been installed in 4 (four) warehouses and 5 (five) locomotive depots for Pilot Project since December 1992, evaluation has been done every 4 (four) months. - 10 -

d. Office System

An office software system has been installed in the Bandung head office since December 1991, Perumka will install some in all Regions after Telecommunication facilities are ready. e. Pay Roll System A computerized Pay Roll System has been implemented since September 1991 at every Sub Region in Java, South Sumatera and North Sumatera. f. The result of management information system for track maintenance are

- Definition study

- Data flow diagram

- Entity relation ship and the result of the management system for rolling stock maintenance are

- Definition study

- Data flow diagram

Brainware a. Courses for computer operators had been followed by 62 staff members by March 1991 b. Courses for computer programmers had been followed by 59 staff members by April 1991 c. Courses for system analysts had been followed by 19 staff members by July 1991

Programmers and system analysts work together to prepare software. Up to now they are still working to prepare software and give training to other staff in the Sub Region. - 11 -

2. Costing System

A traffic costing system based on normalization costs was designed for a PC based on Quattro.Pro V.2. spreadsheet software. An operating manual for the system was produced and all trainees received first training in spreadsheet tedhniquesand then in the cost concepts and applications of the model. At least five pilot studies covering passengers and freight were undertaken. The results were compared with those obtained from the existing system and/or the existing tariff. The concept of the traffic costing system has been accepted by the Project Steering Committee. The costing system has been on normalised costs which are generally estimated first by setting a standard cost of performance target and then by applying an adjustment factor to provide cost data more appropiate to localised conditions. These adjustment factors are an indication of the sub-optimality of the railway system and provide potentially useful performance targets for operations and maintenance managers. Normalized costs are therefore created by a combination of standard costs and local adjustment factors. In the future, the adjustment factors should tend to unity and their effect disappear as the company becomes properly resourced and new skills develop.

The costing system had been approved by Perumka's - Board of Directors, and confirmed by decree Nr. KEP.U/hk.601/3/3/KA-93, May 1st, 1993. The Finance Directorate of the Head Office, in Bandung, is responsible for any centralised train costing in Perumka and uses the Costing Models for Analyses and Investment. The costing system which has been developed by adding the Fixed Cost (FC) based on any logical ratio precentage for the relationship between the FC and the variable costs, now been being discussed with the Planning Bureau of the Ministry of Communication, to receive the agreement of the Minister. 3. Procurement of equipment and Inventory Control Procurement

The equipment proposal under the project is related to the various tasks of the expatriate experts, the lists have been approved by the expert, and Board of Director of Indonesian Railways Corporation (PERUMKA). - 12 -

The detailed bidding documents were drafted by PERUMKA and reviewed by the expatriate Technical Assistance expatriate expert. The bid documents were submitted to the Bank and got comments and agreement before bids were invited. Procurement was done according to the Bank's Guidelines for Procurement. Raiway Technical Assistance have been done for 26 Contracts but one contract (CCTV for Container Terminal) was canceled due to the lack of fund (based on project calculation), the list of the contract and USD equivalent can be viewed on appendices 2, 3a and 3 b. Delivery of equipment was completed by June 1993. Disbursements had been completed by August 1993. The loan closing date has been extended once from the original closing date of June 30, 199 (section 2.03) to June 30, 1993 . FInal allocation of funds for procurement of equipment was US$ 17,850,000. Actual disbursment is US $ 17,473,000. Remaining funds US$ 377,000 due to remaining of freight and insurance (actual less than contract value) and the fluctuation in exchange rate.

Overall procurement was done well possibly with one exception. The US $ 1,7 Million Wheel Set Maintenance Equipment Shipped from Spain in July 1992 and assembled in Yogyakarta in December 1992 but not installed nor commissioned has not been operated yet, because the Commisioning fee was deleted during the Pre bid meeting and no budget was foreseen for commisioning by PERUMKA. The Contractor requested fee for commisioning separately. Commisioning fee was very high compared to Indonesian standards. The project coordinator asked the contractor more than twice to reduce the fee, but in vain. The equipment has now installed but has not been used. To overcame this problem, project coordinator has requested to the ITB (Institute Technology of Bandung) the famous Technical University in Indonesia to do the Commisioning. The commisioning finished on March 1994 and training for the operator finished at the end of May 1994, and the equipment will be operated in June 1994. In appendix 3a we can see that 19 (Nineteen) Contracts of 25 (Fifteen) Contracts have been delayed, 2 (two) Contracts have been delayed by 7 (seven) months and 6 (six) more have been delayed 4 (four) months or more. The delays occurred because of lateness of bi evaluation. These difficulties with bid evaluation occured mostly because of the lack of experience of the Committee. Now PERUMKA has already more experience to procure equipment based on the World Bank Guide Lines for Procurement. - 13 -

Inventory Control Trainees have developed Software to help Inventory Control. Software has been installed in 4 (four) Warehouses and 5 (five) locomotive depots since December 1992 as a Pilot Project . All the Trainees continue to evaluate and develop the software to Perumka's needs.

4. Train Schedulling

Based upon the implementation plan as decided by PJKA's Board of Director, Trainees made calculation of running times for Jakarta - Yogyakarta and Jakarta Bandung passenger trains and freight express train Jakarta - Surabaya. The result was : Running time for passenger train Jakarta - Yogyakarta takes 9 (nine) hours (previous 10 hours) and has been implemented since March 1992 and improvement in running time for freight express train Jakarta - Surabaya was done in 3 stages :

Stage I, 22 hours - first year Stage II, 18 hours - second year Stage III, 14 hours third year (previously 26 hours)

14 hour running time was reached in December 1992

Parahyangan Passenger Train Jakarta - Bandung took two hours and fourty minutes in March 1992 (previous 3 hours) with average 85 % punctuality and the number of trains was 13 back and forth per day. Since November 1993 this was increased to 17 trains back and forth per day.

To realize the above objectives, trainees set up : a. a central dispatching office located in Semarang under the direct control of the chief of the Java Region, the task of this office mainly consist of 4 items 1) Information for management 2) Follow up of the freight trains and passenger train in actual time 3) Control the effeciency of the various local dispatching offices and coordinate their services 4) Coordinate maintenance and train services b. a local dispatching office in each Sub region. The task of these offices mainly consists of the following : 1) Control of all trains on the line concerned (crossing and passing, insert extra trains etc) - 14 -

2) Follow up of the freight train

3) Investigate delays and make statistics of delays and make proposals to minimize delays 4) Follow up the locomotives starting from depot c. Design study to remove permanent speed restrictions and implementation of the design on the track curves between :

- Cikampek - Cirebon KM 176 + 500 - KM 178 + 400

- Cirebon - Kroya KM 232 + 260 - KM 232 + 430

- Kroya - Yogyakarta KM 431 + 200 - KM 431 + 700 KM 517 + 800 - KM 528 + 300

5. Rationalization of Maintenance One of the objectives of World Bank Technical Assistance Project as mentioned in section IA, is to improve operation management and maintenance practices in PERUMKA. To reach this objective, some equipment had to be procured beside the technical assistance. a. Technical Assistance

The main aim of this technical assistance was to transfer know how through which trainees will be able to transfer their knowledge to others. Some qualified trainees were sent abroad to conduct overseas training and to see how these foreigners do their maintenance properly.

(i) Mechanical Rolling Stock Maintenance (Modules P, Q + R) : 39 Trainees have been trained and have studied management and 32 (thirty Two) have been traineed on the job in India.(Appendix 1, P, Q and R)

The Trainees have been taught (a) Flow charts of the movement of rolling stock over the railway network (b) Rationalization of workshops and sheds, and design of new sheds - 15 -

(c) Modernization of workshops

(d) M.I.S for Rolling Stock Maintenance (f) Planning, organizing and executing of maintenance activities

(ii) Track Maintenance (Module No. 2)

10 (ten) people have been traineed and have studied management of track maintenance. (Appendix 1, B) The Trainees have been tought to

(a) Analyze the Maintenance Requirements of Track Maintenance Equipment (b) Select Track for Maintenance (c) Do Track Inventory and set up a Condition Management Information System

(d) Analyze Rail Surface Restoration and Maintenance Requirements

(e) Annual Planning Methodology and Daily Maintenance Activities

(iii) Bridge Maintenance (Module No. 5) 5 (five) people have been trained and have studied Management of Bridge Maintenance and 6 (six) have done on the job training in India. (Appendix 1, E) Main topics studied were (a) Analyzis of the strength of Bridges (b) Repairing and strengthening of Bridge Sub Structures and (c) Methods of Modern Bridge Construction - 16 -

b. Maintenance System

(i) Mechanical

(a) The maintenance strategy has been defined at 3 (three) levels : Daily check and periodic maintenance in the sheds, semi overhaul and overhaul in workshop.

(b) For scheduling maintenance, new method has been established (c) A check sheet for quality control of locomotive maintenance has been made and has been implemented

(d) Inspection procedures have been defined

(e) Calculation of manpower required based on the maintenance workload has been done (f) Rationalization plan of locations shed and definition of the related tasks have been done (g) Skills of Perumka staff have been improved through on the job training.

(ii) Track (a) Introduced new rail maintenance method. Pilot Project has been done at

- Jati Barang - Cirebon Repair of broken rails and defective joints on a 40 KM section.

- Bekasi - Tambun Continuous Rail Welding and Rail Repair on a 6,5 KM long section of double track - 17 -

(b) Introduced new method of Mechanical Track Maintenance Pilot Project at

- Tanjung - Losari Partial wooden sleeper renewal and joint welding, adding of ballast and final mechanised tamping on an 8 KM long section

- Karang Sawung - Cileduk As Tanjung - Losari, on an 11 KM long section in addition to some alignment correction

(c) Introduced new method of Track Renewal Pilot Project at :

- Karang - Kosambi Complete Track Renewal with UIC 54 rails, concrete sleepers and ballast using gantry cranes on an 11 KM long section d) Developed appropiate planning in methodology for annual and daily maintenance activities (e) Conduct training in manual track maintenance

(iii) Bridges (Modules 5) (a) Standard Inspection Forms To improve the method of bridge inspection, trainees have prepared standard inspection forms. The Pilot Project was inspection of bridges on the North Line

(b) New method of bridge maintenance The training course concerned mainly Perumka Assistance and first level foremen

- Design and manufacture of temporary equipment to maintain and repair bridges, used temporary bridges was intruduced in four locations as a pilot project. - 18 -

The four bridges which have been repaired were bridges number 904, 994,869 on the Cirebon - Tegal corridor and bridge number 217 on the Tegal - Semarang corridor.

6. Training of Perumka Staff

The Indonesian Railway on behalf of Ministry of Communication signed contract with BCEOM as Consultant for Railway Technical Assistance (RTA) on May 1988. BCEOM trained 8 (eight) of Perumka's Middle Managers as a Project Implementation Unit (P.I.U) and 167 (one hundred and sixty seven) of Perumka's Middle Managers in offer disciplines. RTA was divided in by 15 (fifteen) main Modules including Module 1 as Implementation Unit and 7 (seven) additional Modules which were recomended by Consultant. Project signed the Contract with Rites and Canac to train 7 (seven) trainees for management and 38 (Thirty eight) trainees for Supervisor, and signed Contract with Canac to train 4 (four) trainees to study freight marketing management in Canada. List of 15 (fifteen) main Modules and 7 (seven) additional Modules is attached in aDDendix 1. To get an optimal result, the Board of Directors of Perumka introduced 3 (three) phases of training for RTA.

a. Phase I : Identification

Each module has to identify problems on the job related to the module. The result of identification was reported and presented to the Board of Director for recommendation.

In accordance with the result of that identification, the trainees together with Project Implementation Unit (P.I.U) and expatriate expert prepared arranged training sylabus needed overseas. - 19 -

Some Terms of Reference (objective and expected result) of modules were changed to match with Identification Result.

b. Phase II : Overseas Training

All trainees went overseas to learn solving of the problems which they prepared during the identification phase. Overseas training started in July 1989 and finished by February 1991, for main 15 (fifteen) modules, and took place between March 1992 to July 1992 for 7 (seven) additional modules. The results of the overseas training were as expected. The trainees went back to Indonesia with basic information needed to solve problem identified in Perumka. Each module group had to make a report which was presented in front of the Board of Director and other management and staff. On this occasion, the Board of Directors recommended for implementation.

c. Phase III : Implementation The trainees presented the overseas training results and implementation planning to the Board of Directors and related staff. The Board of Director recommended and trainees executed the implementation plan in the region as pilot project. All trainees had to present the overseas training results and the implementation planning to the Board of Directors and related Management staff. After the Board of Directors agreed to their planning, trainees executed the implementation in the region as pilot project. All trainees had to present the report of the implementation results to the Board of Director and related Management Staff. - 20 -

7. Handling EpuiDment

To improve services especially for freight, Perumka procured with loan funds :

a. Electric Forklift Truck b. Top Loader c. Hand Pallet d. Head Truck and Trailer e. Tow Tractor f. Power Pallet Mover 9. Trolleys for Lorries All handling equipment is very useful, for example, with the Top Loader, stacking Containers in Dry Port Gedebage is more rapid.

8. ImDrovement of Container Terminal

Container Traffic between Bandung and Tanjung Priok continues to grow. In 1988 the traffic was 900 teus/month and now it amounts to more than 5,500 teus. Handling equipment and 30 light weight container which have been procured by RTA are very usefull. To overcome the growth of demand, Perumka developped a new terminal at Kiaracondong for empty containers.

9. WorkshoD and Shed EauiDment

RTA Perumka procured some equipment for workshops and sheds a. Wheel Lathe b. Wheel Press c. Cleaning Machine for Brush holders d. Cleaning Machine for Bearing and Metal Parts e. Modular Precission sound level meter g. Anemomaster h. Plan printing machine type burning 348 i. Drafting Equipment - 21 -

j. Microfilm Reader/Printer k. Electric Lifting Jack 1. Machineries & Tools m. Repair Truck n. Mobile Shot Blast Machine Bearings o. Monorail Electric Wire Rope Hoist p. Railway Wrecking Crane Repair Truck

From those equipments all have been in operation except Wheel Lathe and Wheel Press, up to now still in commisioning period. We expected can be operated on June 1994. (see page 5)

10. ImDrovement of Railway Manaaement and Administration

Key success factor for improvement of Railway Management and Administration are working ratio and operational performance indicator. In Appendix 4 we can find that working Ratio decreasing. Concerning operational performance indicators is, appendix 5 shows improvement in management. productivity increases year by year. In 1988 productivity was 196 and it was 245 in 1992. The utilization of rolling stock was increasing year by year. Perumka has introduced incentive for operation and maintenance personel based on performance and responsibility since in September 1991 and the result is improvement in "on time" train arrival and departure.

IV. LESSONS LEARNT FROM THE EXECUTION OF THE PROJECT

The Bank's disbursement have been completed and, the implementation of pilot projects in many areas continues to proceed smoothly. The technical assistance and training parts of the project have been completed, including the training of maintenance foremen and manager level training in corporate and investment planning. Equipment has been delivered and is in operation. - 22 -

The express passenger trains from Jakarta to Bandung now number 10 a day in each direction compared with six in 1991, and the number of container trains on the same route now average 3.5 daily in each direction. There is express freight train between Jakarta and Surabaya in each direction and travelling time is 14 hours. The turns arround of the express passenger trains on the Jakarta - Yogyakarta route has been speeded up and the same train now runs twice daily. The availability and utilization of locomotive and rolling stock still need to be improved.

V. Usefulness of the Bank Missions

Discussions were always very open. Every time project coordinator needed information, the Bank responsed either from headquarters in Washington D.C or through R.S.I (Resident Staff Indonesia of the Bank).

The World Bank Missions have been visiting PERUMKA at least twice a year since 1988, and have come forward with critical reviews. They were also supportive of project and responsive to the needs of the PERUMKA. The World Bank was also kind enough to send a Rolling Stock Specialist, with a view to identifying operational and maintenance problems which were faced by Perumka. The specialist prepared a report and recomendations to help Perumka solve the problem.

VI. Other Observations :

Beside achievement as stated on point III, other result caused by the RTA are :

1. Reference to their experience in overseas railways gives the trainees a broader horizon 2. Trainees of World Bank Technical Assistance Project have become pioneers in their working enviroment and have improved the atmosphere and widened the work horizon - 23

3. More professionalism, everything is planned an executed, after profound analysis of available data 4. Transfer of knowledge to other employees is easier 5. Trainees executed voluntarity additional studies such as :

- Feasibility study for Mushroom transportation in Wonosobo - Study of coal transport on the Cirebon-Bekasi line - Study of cement transport in the Java area (Indarung)

Bandung, July 1994 Acting Chief of Steering World Bank Technical Committee World Bank Technical Assistance Project, Assistance Project,

EDIE HARYOTO MASJRAUL HIDAJAT Finance Director Project Manager coopitnI - 24 -

APPROVALOF PROJECT COMPLETIONREPORT PARTII OF WORLD BANKTECHNICAL ASSISrANCE PROJECT FOR INDONESIANRAILWAY PUBLIC CORPORATION (PERUMKA)

LOAN IBRD NO. 2891 - IND

Bandiug, May 1994

Bureau Chief of Transport Chief of Plamiing Division and Communication BAPPENAS, DGLT,

M. MACHMUDINYUSUF I HADEICUSUMO __ r- - 25 - Appendix 1 Page 1 of 7

LIST POSITION OF TRAINEES

NO. N A M E JOB TITLE FINISHED OF LOCATION L tIMPLEMENTATION

A. MODULE NO. 1 PROJECT IMPLEMENTATION UNIT

1 Ir. JOKO MARGONO CHIEF OF LOGISTIC MARCH 1993 HEAD OFFICE 2 Ir. P. RITONGA PASSED AWAY HEAD OFFICE 3 Ir. JOKO RIYANTO DGLT JAKARTA 4 Ir. INDRAJONO CHIEF OF COUCHES SECTION HEAD OFFICE 5 Ir. OMAR BERTO CHIEF OF SUB SECTION OF FINANCE ANALYSIS HEAD OFFICE

6 Drs. RILANTO WALUJONO CHIEF OF SUB DIRECTORATE OF MARKETING HEAD OFFICE 7 DrS. DJOKO MARTOJO CHIEF OF PUBLIC RELATION HEAD OFFICE

8 Drs. DARYANTO CHIEF OF ADMINISTRATION YOGYAKARTA

B. NODULE NO. 2 TRACK MAINTENANCE

1 Ir. NUGROHO WIBOWO HEAD OF SUB REGION XI MARCH 1991 JEMBER 2 Ir. TJUTJUD TRIYOGA CHIEF OF EXPLOATATION NORTH SUMATERA 3 Ir. JULISON ARIFIN PROJECT MANAGER JAKARTA 4 Ir. HERU SUSETYO PROJECT MANAGER WEST SUMATERA

S Ir. AUIEN ABDURACHMAN CHIEF OF WAY AND WORKS SEMARANG

6 Ir. BUDI NOVIANTORO CHIEF OF WAY AND WORKS BANDUNG 7 Ir. HANGGORO BUDI WIRYAWAN DGLT JAKARTA

8 Ir. RONNY WAHYUDI HEAD OF SUB REGION III CIREBON 9 Ir. IRWAN NAZIF SARDJONO CHIEF OF WAY AND WORKS CIRESON 10 THOJIB UMAR PROJECT SECRETARY JAKARTA

C. MODULE NO. 3 SOIL STABILIZATION MARCH 1991

1 Ir. RACHMADI, MSc CHIEF OF SECTION OF TECHNICAL PROGRAMME HEAD OFFICE 2 Ir. WASISTO WIBOWO A CHIEF OF WAY AND WORKS NORTH SUMATERA 3 LALAN KERTAATMADJA CHIEF OF SUB SECTION SURVEY HEAD OFFICE

0. MODULE NO. 4 MAN POWER PLANNING

1 Drs. SOETAROJO CHIEF OF SUB DIRECTORATE DECEMBER 1991 HEAD OFFICE MANPOWER HEAD OFFICE 2 Ir. MASJRAUL HIDAJAT CHIEF SECT. OF PREPARING AND ARRANGING HEAD OFFICE 3 Drs. ABDUL MOEDJID MOENSA RETIRED HEAD OFFICE 4 Drs. SARTONO CHIEF OF BUDGETING SECTION HEAD OFFICE 5 Drs. JOEDONO SOETIARTO CHIEF OF JOB ANALYSIS SECTION HEAD OFFICE 8 Ors. BUDHY HERJOTO MOC JAKARTA 7 PRIHADI KELAN PRAWOTO PROJECT SECRETARY LAMPUNG

8 SUNARTO CHIEF OF SUB SECTION OPERATION SEMARANG 9 DrS. SUWARTO CHIEF OF MANPOWER SECTION HEAD OFFICE 1O HARI SASONGKO OPERATION SUPERVISOR JAKARTA

TOTAL TRAINEESMODULE NJ. 1, 2, 3 AND 4 = 31 traino-ss -26- Appendix 1 Page 2 of 7

E. MODULE NO. 5 BRIDGE MAINTENANCE AND INSPECTION

1 Ir. MASHUDIJANTO TRACK SUPERVISOR JULY 1991 JAKARTA 2 SUKISMAN CHIEF OF BRIDGE SUB SECTION HEAD OFFICE 3 DARMADI CHIEF OF SECTION BRIDGE HEAD OFFICE 4 WIDADA SOEKA HANDAYANI CHIEF OF SUB SECTION BRIDGE MAINTENANCE HEAD OFFICE 5 SOEKHARDJO CHIEF OF BRIDGE MAINTENANCE HEAD OFFrCE

F. MODULE NO. 6 INTERMODAL SERVICES

1 SOEDARMO RAMADHAN, SH HEAD SUB REGION II MARCH 1991 BANDUNG 2 Ir. WHOSEP MUKTAMAR HEAD SUB REGION VI YOGYAKARTA 3 Ir. MUCHTAR NURDIN CHIEF OF TRACTION LAMPUNG 4 Ir. BAMBANG ADI PRATIGNIJO CHIEF OF SECTION MARKETIi. HEAD OFFICE 5 Ir. AGUNG WIBISONO MOVED 6 Drs. ISTAMAR DGLT JAKARTA 7 Ir. SALIM DGLT JAKARTA 8 ATENG SUMEDI CHIEF OF SUB SECTION BUSINESS INTERMODAL HEAD OFFICE 9 WALUYO STAFF OF CONTAINER TERMINAL BANDUNG 4O sAMBANG ""ODJATI PUBLIC RELATION REGION II JAKARTA 11 KIRWAN CHIEF OF CONTAINER TERMINAL REGION IX SOLOJEBRES

G MODULE NO. 7 MARKETING TECHNIQUES

1 DRA. PARYASTINI CHIEF OF SECTION OF TARIFF JULY 1991 HEAD OFFICE 2 DRA. EPI SYARIFAH CHIEF OF SECT.OF MARKETING FOR PASSENGER HEAD OFFICE 3 DRS. PAT;RA SUPRIYOSO CHIEF OF SECTION DEVELOPMENT PLAN HEAD OFFICE 4 DRA. YIYIN SAROYINI |CHIEF OF SECTION OF SUPPORTING TRANSPORT HEAD OFFICE 5 HERMAN SJAMSUDIN CHIEF OF SUB SECTION OF FREIGHT BUSINESS JAKARTA 6 MOCH. MrSERI CHIEF OF SUB SECTION CUSTOMER BUILDING SURABAYA 7 ASRIL CHIEF OF SUB SECTION CUSTOMER BUILDING YOGYAKARTA 8 DRS. BAMBANG IRAWAN CHIEF OF SECTION MARKETING REGION IX JEMBER 9 DRS. SUKIRMAN DENIN CHIEF OF SUB SECTION OF CUTOMER BUILDING CIREBON 10 PARNAWI, SH SUPERVISOR OPERATION SUB REGION IV SEMARANG 11 IRS. SUYATNO CHIEF OF SUB SECTION INVESTMENT HEAD OFFICE 12 DRA. SUSI MUNAWATI CHIEF OF SUB SECTION PASSENGER BUSINESS HEAD OFFICE 13 DRS. SAIFUL ECHWAN CHIEF OF CONTAINER TERMINAL BANDUNG 14 DRS. ROSIDI SETIAWAN MOVED 15 GUMELAR, SH CHIEF OF SUB SECTION OF CUTOMER BUILDING BANDUNG 1e SUBANDI WANIMAN CHIEF OF SUB SECTION OF FREIGHT BUSINESS BANDUNa 17 BASTARI MADJUNI CHIEF OF SUB SECTION OF CUTOMER BUILDING JAKARTA

H MODULE NO. 8 EXPRESS FREIGHT SERVICE JAKARTA TO SURABAYA

1 DRS. MOCHAMAD T.SATRIO, MSC HEAD SUB REGION VIII JULY 1991 SURABAYA 2 DRS. SOEDARJONO CHIEF OF SECT. MARKETING SUB REGION VIII SURABAYA 3 UU SUAWARNA CHIEF OF SUB SECT.MARKETING SUB REGION I JAKARTA

TOTAL TRAINEES MODULE NO. 5, 6, 7 AND 8 = 36 trainoes2 - 27 - Appendix 1 Page 3 of 7

I MODULE NO. 9 RATIONALIZATION AND MODERNIZATION WORKSHOP AND SHEDS

I IR. JST. ARITONANG PASSED AWAY MARCH 1991 2 IR. EDDY SASONGKO HEAD SUB REGION IV SEMARANG 3 IR. HARTONO ATMOSUKARDJO CHIEF OF SUB DIRECTORATE OF R D0. HEAD OFFICE 4 IR. RIZAL CHIEF OF PLANNING ROLLING STOCK SECTION HEAD OFFICE 5 IR. 8AMBANG WIBIJANTC, MSC CHIEF PLANNING OF INFRASTRUCTURE & HEAD OFFICE ROLLING STOCK 6 IR. A8DUL RASYID SARAKA CHIEF OF TRACTION SUB DIVISION JAVA REGION 7 IR. ACHMAD MULYONO CHIEF OF PASSENGER COACHES & WORKSHOP JAKARTA 8 IR. ALBINER TAMBA STAFF OF WORKSHOP SUB DIRECTORATE SEMARANG 9 IR. ARIF WAHYUDI CHIEF OF WAGON SECTION HEAD OFFICE 10 IR. FAISAL AZIZ CHIEF OF ELECTRICAL SUB SECTION HEAD OFFICE 11 IR. CHAIRUDDIN G NASUTION CHIEF OF LOKOMOTIVE WORKSHOP SECTION YOGYAKARTA 12 IR . .- A SITEPU CHIEF OF TRACTION NORTH SUMATERA MEDAN 13 IR. NARDUS SITORUS SUPERVISOR OF TRACTION SUB REGION VII MADIUN 14 OTENG STAFF OF LOCOMOTIVE WORKSHOP JAVA REGION 15 IR. BLUCHER NADAPDAP SUPERVISOR OF TRACTION SUB REGION I JAKARTA 16 Al MUSTARI STAFF OF TRACTION SUB REGION I JAKARTA 7 KANDUNG RAMIDI CHIEF OF TRACTION SECTION SUB REGION V PURWOKERTO 18 SLAMET MUDJITO SUPERVISOR TRACTION SUB REGION II BANDUNG 19 TJETJEP SULAEMAN STAFF OF PASSENGER COACHES WORKSHOP JAKARTA 20 IR. HERU SUBAGYO DOGLT JAKARTA 21 RUKAMTO CHIEF OF PASSENGER COACHES DEPOT JAKARTA 22 IR. DARMAWAN PELAWI SUPERVISOR OF TRACTION SUB REGION VIII SURABAYA 23 IR. JURI TARIGAN CHIEF OF TRACTION SECTION JAVA REGION SEMARANG 24 ZULKIFLI STAFF OF WAGON WORKSHOP SUB REGION VIII SURABAYA 25 IR. HERMAN MARIADI K DGLT JAKARTA 26 SUDARTO STAFF OF WORKSHOP SUB DIRECTORATE JAKARTA 27 DJOKO SUTOPO SUPERVISOR OF TRACTION SUB REGION IV SEMARANG 28 SUDARNO B JASAREJA STAFF OF WAGON WORKSHOP SUB REGION IV SEMARANG 29 BAMeANG SAKTIJADI STAFF OF WAGON WORKSHOP SUB REGION VIII SURABAYA 30 RUHIATNA CHIEF OF PASSENGER DEPOT SUB REGION 13 TANJUNGKARANG 31 SUGIATNO STAFF OF WAGON DEPOT SUB REGION I JAKARTA 32 SLAMET BASUKI STAFF OF LOCOMOTIVES DEPOT ]DRY PORT GEDEBAGE 33 TJETJEP SUGIHARTO STAFF OF LOC. WORKSHOP SUB REGION VI YOGYAKARTA 34 MOCHAMAD RIFAI STAFF OF LOC. WORKSHOP SUB REGION VI YOGYAKARTA 35 SUKASNO PURWOSAPUTRO STAFF OF LOCOMOTIVES DEPOT SUB REGION I JAKARTA 36 MJDIBJO STAFF OF LOC. DEPOT SUB REGION VIII SURABAYA 37 JEKTIONO STAFF OF WAGON WORKSHOP SUB REGION VIII SURABAYA 38 WARSITO STAFF OF WAGON WORKSHOP SUB REGION VIII SURABAYA 39 DARNO STAFF OF LOC WORKSHOP SUB REGION VI YOGYAKARTA 40 DJUNAEDI STAFF OF PASSENGER COACHES DEPOT JAKARTA

J MODULE NO. 10 COSTING SYSTEM

1 DRS. HADIJONO CHIEF OF DIRECTORATE ACCOUNTING 2 DRS. MULYANA CHIEF OF SECTION COST ANALYSIS JAVA REGION 3 DRS. GUNAWAN CHIEF SECTION OF INVESTMENT FEASIBILITY HEAD OFFICE 4 DRS. INDARrONO |MARKETING STAFF HEAD OFFICE 5 DRS. ARIEF WALUYOHADI HOC JAKARTA

TOTAL TRAINEES MODULE NO. 9 AND 10 45 traineas3 Appendix 1 -28- Page 4 of 7

K MODULE NO. 11 TRAIN OPERATION CONTROL

1 rR. ABDUL MADJID ARS IAD CHIEF OF SIGANLLING & TELECOMMUNICATION JULY 1991 HEAD OFFICE 2 IR. MURJIAHTO TECH. SUPERVISOR OF SIGN. A TELECOM JAKARTA 3 ORS. ALFAN WACHID TECHNICAL SUPERVISOR OF OPERATION HEAD OFFICE 4 AMRIN PURNOMO SUPERvISOR OF WAY A WORKSSUB REGION irI CIREBON 5 SUBUN SOMAWINATA STATION MASTER SUB REGION III CIREBON 6 DJEDJE SUHANDr SUPERVISOR WAY A WORKSSUB REGION I JAKARTA 7 SUSETIYO STAFF OF OPERATION CENTRE SUB REGION II BANDUNG 8 BAMBANGTRISILO STAFF OF DEPOT LOCOMOTIVES JAKARTA 9 KOMARUN STAFF OF SUB DIRECTORATE OPERATION HEAD OFFICE

L MODULE NO. 12 JAKARTA - YOGYAKARTAPASSENGER REQUIREMENTS

I IR. SUBAGIO ACHMADSARWONO cHrEF OF PASSENGER COACHES A WORKSHOP JULY 1991 TEOAL 2 IR. NIZOM RUSLY CHIEF OF WAY AND WORKS SUB REGION VI Y0GYAD;ARTA 3 IR. SUBAGIO POEDJISANTOSO CHIEF OF CONSTRUCTrON SECTION HEAD OFFICE 4 IR. MAKBUL SUJUCI CHIEF OF WAY AND WORKS SUB REGION IV SEMARANG 5 MOCH. NADJIB WIDJAJA .,1.EF OF M4ARKETINGSUB SECT. REIOI VII MADIUN 5 DRS. IMAM SOE,jOrO SUPERVISOR OF OPERATION SUB REGION VIII SURABAYA 7 IR. DEDIH SUPRIADI CHIEF OF TELECOMMUNICATION SUB SECTION HEAD OFFICE 8 IR. SUGIADI W PROJECT MANAGER JAKARTA 9 DRS. MARGO STAFF OF SUB DIRECTORATE OPERATION HEAD OFFICE 1 DRS. JUANDA SYARIEF PASSED AWAY 11 IR. HARRY SEmEDr DGLT JAKARTA 12 FX. BAMBANGSUGENG S STATION MASTER SUB REGION I JAKARTA 13 SUDADI STAFF OF TRACTION HEAD OFFICE 14 SHALAHUDIN DJAZURI STAFF OF TRACK GEOMETRY HEAD OFFrCE iS DEDI KUSMAJADI CHIEF OF TRACK MEASURING CAR HEAD OFFICE 1s LOEWARNO STAFF OF SUB DIRECTORATE OPERATION PURWOKERTO 17 SOEMARTONORISWANTO STAFF OF SUB DIRECTORATE OPERATION HEAD OFFICE 18 SETIAWAN STAFF OF SUB DIRECTORATE OPERATION HEAD OFFICE 19 MUDI PURNOMO STAF OF ELECTRICAL DEPOT LOCOMOTIVES BANDUNG 20 ASEP PRIJATNA STAFF OF SIGNALING A TELECOMMUNICATION JAKARTA

M MODULE NO. 13 SELECTION OF INTEGRATED MIS AND INSTALLATION OF CARS CONTROL SOFTWARE

i IR. SJAHRIZAL SIREGAR, MSC CHIEF OF PLANNING AND DEVELOPMENT MARCH 1992 HEAD OFFICE 2 IR. AMRIN LUBIS, MSC CHIEF OF TRACTION HEAD OFFICE 3 DRS. ARrEF 1UDJONO CHIEF OF SUB DIRECTORATE BUDGET HEAD OFFICE 4 DRS. sRr KUNCORO SUPERVISOR OF OPERATION HEAD OFFICE 5 DRS. EDIE HARYONO CHIEF OF DIvIsION MIS HEAD OrFICE 6 ARIE HARYANTO STAFF OF RESEARCH A DEVELOPMENT HEAD OFFICE 7 RACHMAT ROBANA OETANE STAFF OF RESEARCH * DEVELOPMENT HEAD OFFICE 8 IR. MARYATI, 14SC CHIEF OF MIS SECTION HEAD OFFICE 9 DRS. IGNATIUS SUJADI DOLT JAKARTA 10 ZR. ASRIEL SYAFEI DOLT JAKARTA 11 SETIAWAN RUBIONO CHrEF OF SECT. MARKETING SUB REGION VII MADIUN 12 sAGUS ROSADI STAFF OF RESEARCH * DEVELOPMENT HEAD OFFICE

TOTAL TRAINEES MODULE NO. 11, 12 AND 13 41 - 29 - Appendix 1 Page 5 of 7

N MODULE NO. 14 BUSINESS DIVERSIFICATION

1 IR. JACOBUS SATMOKO N, MSC CHIEF OF PASSENGER COACHES A WORKSHOP JULY 1991 SURABAYA 2 CATUR BAMBANG WIYONO, SH DGLT JAKARTA 3 SAHAR ANDIKA PUTRA, SH HOC JAKARTA 4 DRS. ARGANADI CHIEF OF SUB SECT. OF BUILDING AND LAND HEAD OFFICE 5 IR. HARRY SUTANTO CHIEF OF SECTION ASSETS AND FACILITIES HEAD OFFICE 6 ANTON S. TAMPUBOLON, SH DOLT JAKARTA 7 BAMBANG SULISTYO, SH CHIEF OF ADMINISTRATION SUB REGION IV SEMARANG 8 DRS. SAIFUL ROCHMAN ASS.SUPERVISOR OPERATION SUB REGION VIII SURABAYA 9 MURIDAN, SH SUPERVISOR OPERATION SUB REGION V PURWOKERTO 10 ENDAN DARWIN FIRDAUS, SMHK CHIEF OF TRAIN RESTAURANT SUB REGION I JAKARTA

O MODULE NO. 15 TRAINING

I DRS. ANO KARNO LATIEF CHIEF OF MANAGEMENT TRAINING CENTRE OCTOBER 1991 BANDUNG 2 BH. PARDEDE SUPERVISOR OF INTERNAL AUDITOR HEAD OFFICE 3 IR. BAMBANG SULISTIO CHIEF OF SIGNAL & TELCOM SUB REGION III CIREBON 4 DRS. ATJENG WIRASASMITA PROJECT MANAGER JAKARTA 5 DRS. HOJIN CHIEF OF SECTION TRAINING CENTRE HEAD OFFICE 6 DRS. WACHJAT A.S CHIEF OF SECTION PLANNING JAVA REGION SEMARANG 7 DJOKO WIYONO CHIEF OF TRACTION SUB DIRECTORATE HEAD OFFICE 8 SUDARMANTO CHIEF OF BASIC ELECTRICAL & ELCTRONIC HEAD OFFICE 9 SURYADI RACHMAT CHIEF OF BRIDGE SUB DIRECTORATE HEAD OFFICE 10 SUMARMO INSTRUCTOR OF SIGNALLING 4 TELECOM HEAD OFFICE 11 TUKIDJO STAFF OF SUB DIRECTORATE WORKSHOP HEAD OFFICE 12 JIMMY BAMBANG SUROSO, BE STAFF OF WAY AND WORKS HEAD OFFICE

TOTAL TRAINEES MODULE NO. 14 AND 15 = 32

GRAND TOTAL TRAINEES = 175

Remarks 4 Trainees from Ministry of Communication (MOC) 10 Trainees from Directorat General Land and Transport (DGLT) 1 Trainees was retired 3 Trainees was passed away 2 Trainees was moved 155 Trainees + 49 Additional Trainees are still with PERUMKA almost 100 X of all the trainees were promoted Appendix 1 -30 - Page 6 of 7

LIST POSITION OF ADDITIONAL TRAINEES

NO. N A M E JOB TITLE FINISHED OF LOCATION IMPLEMENTATION

P MODULE NO. 16 MAINTENANCE OF DIESEL LOCOMOTIVE

1 FAJAR INDAN WINARNO CHIEF OF LOCOMOTIVE DEPOT JULY 1993 SIDOTOPO 2 IBNU SUHUD STAFF OF LOCOMOTIVE DEPOT JEMBER 3 LEONARD SUPERVISOR OF LOCOMOTIVE DEPOT JATINEGARA JAKARTA 4 KOSASIN STAFF OF LOCOMOTIVE DEPOT BANDUNG 5 TANTO PRAYITNO STAFF OF LOCOMOTIVE DEPOT TANAN ABANG JAKARTA 6 PRIYANTO CHIEF OF LOCOMOTIVE DEPOT CEPU 7 MARDI SISWOYO SUPERVISOR OF LOCOMOTIVE SEMARANG SEMARANG B SUTARDI STAFF OF LOCOMOTIVE DEPOT YOGYAKARTA 9 HARI KUSMIARTO STAFF OF LOCOMOTIVE DEPOT JEMBER 10 SUHAR SUPERVISOR OF LOCOMOTIVE PURWOKERTO 11 KASNURI STAFF OF WORKSHOPNORTH SUMATERA MEDAN 12 SLAMET SANTOSO STAFF OF WORKSHOPYOGYAKARTA YOGYAKARTA 13 RUSLANI CHIEF OF WORKSHOPWEST SLMATERA PADANG 14 SUHANDI STAFF OF MAINTENANCE AND ROLLING STOCK HEAD OFFICE 15 ALI SOFIAN STAFF OF WORKSHOP LAHAT LAHAT 16 KUNDARI CHIEF OF SUB SECTION WORKSHOP YOGYAKARTA 17 RUWADI CHIEF OF SUB SECTION WORKSHOP YOGYAKARTA 18 WUSTITO STAFF OF WORKSHOP YOGYAKARTA YOGYAKARTA 19 SAIDI STAFF OF WORKSHOP YOGYAKARTA YOGYAKARTA

Q MODULE NO. 17 MAINTENANCE OF PASSENGER COACHES

1 RIYANTO CHIEF OF COACHES DEPOT MARCH 1993 JAKARTA 2 MC JEMIRAN STAFF OF LOCOMOTIVE DEPOT JAKARTA 3 KISMOYO CHIEF OF COACHES DEPOT YOGYAKARTA 4 KARDJONO CHIEF OF COACHES DEPOT JEMBER 5 ENDANG SUDIMAN STAFF OF WORKSHOPMANGOARAI JAKARTA 6 MARDJONO STAFF OF WORKSHOPMANOGARAI JAKARTA

R MODULE NO. 18 MAINTENANCE OF FREIGHT CAR

I SABARIYANTO CHIEF OF SECTION COACHES JULY 1992 SURABAYA 2 FAKIH CHIEF OF SECTION COACHES SIDOTOPO 3 DUSHAN STAFF OF COACHES DEPOT JAKARTA 4 SOEHARSONO STAFF OF WORKSHOPSURABAYA GUBENG SURABAYA 5 DASAR STAFF OF DEPOT LAHAT 6 MtUSTOFO SARINGAT STAFF OF WORKSHOP TEGAL 7 WAYAN WIDHIA STAFF OF WORKSHOP SURABAYA OUBENG SURABAYA

TOTAL ADDITIONAL TRAINEES 32

add-train eol Appendix 1 -31 - Page 7 of 7

S MODULE NO. 19 MAINTENANCE OF BRIDGES

1 SUKISMAN BUDIONO SUPERVISOR OF SRIDGES MARCH 1993 JEMBER 2 ENDANG GUNAWAN SUPERVISOR OF BRIDGES TASIKMALAYA 3 AGUS TUGE SUPERVISOR OF BRIDGES SURABAYA 4 RAJIKUN SUPERVISOR OF BRIDGES MADIUN 5 DJAYUS SUPERVISOR OF BRIDGES SEMARANG 6 SUTOPO SUPERVISOR OF BRIDGES PURWOKERTO

T MODULE NO. 20 INVENTORY MANAGEMENT

1 DRS. SAMSUL ANSHORIE CHIEF OF SECTION REPORT OF LOGISTIC MARCH 1993 HEAD OFFICE 2 IR. URAY YUFIKAR CHIEF OF SUB SECTION MIS HEAD OFFICE 3 DRS. BUDIARSO CHIEF OF PRINTING AND GRAFIS BANDUNG

U MODULE NO. 21 INVESTMENT PLAN MANAGEMENT

1 DRS. MULYANA CHIEF OF SECTION OF COST ANALYSIS MARCH 1993 HEAD OFFICE 2 IR. BAMBANG PARINTIS CHIEF OF SECT OF ARRANGING FOR LONG TERM HEAD OFFICE 3 DRS. ARIEF MUDJONO CHIEF OF SUB DIRECTORATE OF BUDGET HEAD OFFICE 4 DRS. GUNAWAN CHIEF OF SECT.OF INVESTMENT FEASIBILITY BANDUNG

V MODULE NO. 22 FREIGHT RAIL ROAD MARKETING

1 DRS. SOEDARJONO CHIEF OF SECT. MARKETING SUB REGION VIII MARCH 1993 SURABAYA 2 ISMANI, SH HEAD OF SUB REGION I JAKARTA 3 DRS. WAHJUDINBASTAMAN CHIEF OF MARKETINGJAVA REGION SEMARANG 4 DRS. BADAR ZAINI CHIEF OF SUB DIRECTORATE OPERATION HEAD OFFICE

TOTAL ADDITIONAL TRAINEES 17

GRAND TOTAL ADDITIONAL TRAINEES= 49 add-trainses2 WORELD0110 TICINICAL ASSISTANCE PtWJOC? ODITLA07SOIIAIT -2 Appendix 2 rot ril niDIoSioSo I EAILVAlPOBLIC COPAN? DAeir

YALUIOf CONTOACT AM00NTILOGIILI FOX 30. RAI[ OP CONITACTOR CONTIACTNO. WNE l110 P2NAICIOG D[3101S1101TFIOIACI PISISC ______- ~~~~~~~~~~~~~~~S$IQULVALIE?COIPLE? CONPLET ag33UFI3 YON OF GOODS STATED 00 100304103T3 051 EQU1IVALENT

I SUMITOMOCOZPOEATIOI Ili/4110111001/0 13-07-1810 US$ 611053,00 10.353,03 is 30.329,003 5.657,77 100 I30 I TFLEC04MJIC4TIONEQUIP- (EO3ULZ-2I MENT FOR TRACINAIN - TEONOCEAND PIESOIAL COMPUTER

I CY. OOIGGALJ140 jOlINI/IE/P11030-070-910 PFr 2.35.1,07,10 411.414,SS 100 498.484,555 15 .9 41 ,0 100 100 2 AC4144Rr0S440 TOOLS

3 PI.AANDAVAIINANDIRI 21330/3101111 P/10 01-10-1010USE 4t4.803,00 41.303,15 000 474.103,15473.910,0f 00 10fl 3 TERMINALHANDLING EQU1P- (IODOLI-61 NEWTS

4 Pt,NITIOOIAGA GLOIAL 2131H3/1110/P/S0 Q4-10-1990 US$ 405.111,00 40S.651,00 15 2163.611,0246. 502,3l 00 :C1 1hIULlol TRAILERSAND 0*10110 (IO0ULZ-1-7(

5 NATIONALTAOAING COT 114/11/10IIO/9/0 05-I0-!111 IF 133.i00.040,00 021.14,5115 Is O1121,504 1. 1601 , 5 5 !6 If LE3T !h' OFFICEEQUIP-

I PT.[ I IA 144/NE/00110PFI913-I-1110l 001 1.210.300,001.360.100,D0 ISO I 55 1,11].6$5,00 397.005 0Qd p lv 4 fr.lTkSiF. VA00N (IOIULI-61 816.776,3;

O PT.INDIA 3150A 34100A 212/1011 011/P/10 10-1O-1IIN All 2.414.073,51t.414.173,6I 100 A 15 2.48i.273,6I2. I111.641 4f0 1-I I7 C~olFUTFPRARDVA00 A (IOIOLI-13) Op I41.500.000,00 01.000,00 261.038101 SFA0

I 'It.LAIDDIA 285191/71190/P/IO17-I2-I10 US$ 00200,35 1D.212,35 103 00.!12,35 77. 583 T9 1 00 ICIII SHLSAILZT INODALI-I)

I CT. IOTAFIArANA 30/l0/OIO/fii/20-02-1001 051 110.264,11 112.864,13 15 03.037,2466. 448 ,62 100 I100 0 00I19C4474T644NC1 AND (1001L-5) I F1,E:OTION EQOIPNENTS

1I F..0037104 19110/1IOD/P/9111-01-1111 Di 1.016.101,00 043.351,41 000 143.351,146 47. 8 12,3 100 OD ' O,ILF O-.I30OPVAN (IODULI-5I

ii PT.NITRONOAGA GLOIAL 31/llII110/P/5122-03-1511 US$ 136.470,00 131.41,100 15 811710,0580.3 51 ,45 100 I~. ?1 3,4; CONPO100,PHOTO 31JUN10I IioIALI-4) GRP.l AIDEAFTIMG EQUIP- REITS

It PT.NETION3AGA GLOSAL 125101/331D(IN1I15-0-11I1 Dl 1.031.140,0O 073.220,55Igo I 05 114.195,10 797.021 (If lOT 1 I !0tE.TA',RAOODLING EQUIP- MNAI!0 (1011L0-0( 0 11.142.300,00 49 .609,:5 Fi~173 Op II6.112.500,00

13 31407004004111 91I/0/1110(P/1I10-04-1lIl Di 481,135,00 331.101,40 ilal 38110.130 ~392.567,8- 100 iA 3 UILFTINO~AND CLEANING (ROSOLI-9l ATS 1401595,00 . EUIPM04T

IN CY. 303AIANEIA 221N1/11131p/i0I4-12-Illi US1 41. 5Of,340 423.172,3i130 1i65 416.545,063836. 478,6(. 100 10I 41F4C00NAI1ES 3000ULE-9I DI 3N12.13,00 6 .60 4,T4 OP 4.IO1.043003

1S MA3lSIA0E300AG ItsINWI/ID/p/1I31-01-1101 Do 1.47.201,00 4.013.220,61 300 co3020,01o,3.9 88 .892 100 L109 0IA1C RAmE0 GO?TVALD (NOIOLI-I1

1I PT. 1*7470307A 13/0113101P1DIP02-04-1111 US$ 1.910.401,001.o9r.4o1,on ioo iml1.40,oo1'.695.978 E F4A1NTEN.ANCE (3000L0-1) 40 I 7

II CY.PAIdA D0ME 13/11E(IIU/P913-04-1501t AUSI 201.101,00 400.3101,0 300 000.313,70400. 533 ,7~ .30

IS CY. 00TIPIA7A0A I6/12/NE31J/P/9I20-01-1111 US3 17N.012,11 105.01,231o 10065 314.c2,16873 .17 8,2. 1I dAOhj11. OqIip4100& CAR IEOD0LI-14( O~~~p 51.30D.000,00 1 7 .052 ,3 2

it ft. IA0T31A 12/010/I11DP/1110-04-1111 311 141.315,71 243.105,71 0100 tNi.305,15241 .505.1~ IV .C IC OEQUIPMENTA IIgOIIL-lA1I I mPOTER

20 33010000COIollAut0o 13/011110/OSIP1I 20-01-110l1 0 .1 .00,02.0,l 101.421,32 000 fNI.421,027 46 .530,6' 100 I 0 20030lCONDITIONING FOR {3000LI-I11 COACHED

21 CO. P011404 oor/11/momipioor7-.s-ol,i [P oiz.ooIAS.200,o1.323.111,40 Is 730.352,916 42 .440 ,1' I50 II) I OR- COACIES, (IAODLO-13) j LE'TU;' 0~'IPLFAAN0 NIlA7 .400R7FOOOLES

22 Pa. 1400010 164/1111101/P/II 21-31-1911D00 130.125,11 m.117,11 100 171.030,51470.242,01~ 10 .3o 22 NFA E1 01 nI ITPO I (IOOOLO-1O) 00D 111.614,IN AND3.FPIO1

22 FT.S30X4L 70.400 1917/1811111/91l 11-01-1121 003 51,11210,0 111.212,00 I133 5311212,01572.861,0 1( Lo 3o' 0T!N A 03S114A0ION INOOOLO-32) 173700S"E A dd .I 25-5-9 3 US3 53 .703,7 347.807,27 100 100 04 PT.S1S414 PtASET014 1/101/111[i/P(02 11-01-1911 00$ 11.061,01 11.000,DO 500 13.000,00 98.041 ,0! 100 100 24 0E0170Prc(NIPTEO AND l410300 11OIALE-I) PC'SSOFT0A11

IS CY. 503101340 199/1/3111/P310111-09-1002 us0 203m.0,00 073.011.00 100 213.100,00273.740), 4I100 100 25 N04FN;07FA0 LEVEL (NOD0LO-10j COOSFIOCCeNMO3ICA0301

TO OIAL 11.141.202,4117 .47 .6 - 33 - Appendix 3a

PROJECT IMPLEMENTATION : PROCUREMENT OF EQUIPMENT - DELAYS [mTT PROJECT CCMPONENTS ACTUAL MONTHS OF COMPLETION COMPLETION DELAY

1. TelecommunicationEquipment & Personal 12/90 1/90 1 Computers 2. Track Maintenance Equipment and Machineries, Instrument Device and Tools 4/91 8/91 4 3. Terminal Handling Equipments 6/91 6/91 _ 4. Hauling Trailers and Minibus 5/91 6/91 1

5. Electronic Office Equipments 3/92 9/92 ' 6 6. Container Wagon 7/91 12/91 5 7. Computer Hardware & System Software 10/91 1/92 3 8. Soil Stabilization Equipment 12/91 7/92 7 9. Bridge Maintenance and Inspection Equipment 5/91 5/91 _ 1G. Mobile Workshop Van 11/91 6/92 7 11. Personal Computer and Photographic & 4/91 4/91 _ Drafting Equipment 12. Material Handling Equipments 4/92 4/92 13. Lifting and Cleaning Equipments 3/92 3/92 _ 14. Machineries 11/91 1/92 2 15. Wrecking Cranes 3/93 4/93 1 16. Wheel Set Maintenance Machineries 6/92 10/92 4 17. Warehouse Equipment 10/91 2/92 4 18. Handling Equipment & Car 1/92 3/92 2 19. Electronic Equipment & Personal Computer 10/91 2/91 2 20. Air Conditioning for Coaches 8/91 8/91 _ 21. Window for Coaches, Electric Coupler and 9/91 9/91 _ Night Comfort Modules 22. Measuring Device for Coaches, Drafting and 2/92 6/92 4 Microfilm Making Apparatus 23. Tlcketing Resrv. Terminal, Software 4/93 6/93 2 and Hardware 24. Desktop Computer and PC's Software 3/93 6/93 3 25. Equipment for Level Crossing Communication 3/93 4/93 1 26. CCTV for Container Terminal CANCELED

Pro-impl Appendix 3 Pruciaremeint of Fqu. kAnB Ir21-l mnLt-7.00SL__0lj'e BID DOCUMENTS S}IPDOCUMENTSiEID OFENINGEVAILUATION SENT AWARD OF CONTRACI CONTRACT PERIOD OF hSENT TC THE BAN!; T0'BIDDERS TC THE BAN,. CONTRACI PRICE EVALUATION,' (m/D/y) ~ M/D/Y) (MIt /D/Y) (M/D/Y) AWARD (MONTHS) 1 Telecomnunication Equipment Personal & 10/18/89 1/18/90 2/26/90 5/7/90 5/14/90 US0 60.3E3,00 3 Computer 2 Track Maintenance Equipment,Machineries 10/18/89 1/18/90 2/26/90 8/22/90 6/14/90 FFr 2.859.207,70 4 Instrument Device and Tools 3 lerminal handling Equipments 3/26/90 10/3/90 5/23/90 10/6/90 9/17/90 USD 474.803,95 4 4 Hauling Trailers and Minibus 3/26/90 10/3/90 5/23/90 10/6/90 9/17/90 USD 405.e 8,00 4 5 Electronic Office Equipments 3/26/90 10/3/90 5/23/90 7/17/90 8/27/90 Rp 133.100.'30,00 + 3 6 Container Wagon 3/26/90 4/14/90 5/23/90 8/18/90 10/29/90 USE) 417.900,00L. 5 Rp 1,752.851.100,00- 7 Computer Hardware & system Software 3/22/90 4/14/90 5/8/90 9/9/90 11/13/90 USD 2.414.073,61 + 6 Rp 142.500.C90,00 8 Soil Stabilization Equipments 3/29/89 5/21/90 7/9/90 1/24/90 12/12/90 USO 51.297,95 t 5 1a.00G,3- 9 Bridge Maintenance and Inspection Equip. 3/29/89 5/21/90 7/9/90 2/2b/91 1/7/91 USD 112.364,98 6 10 Mobile Workshop Van 3/29/89 5/21/90 7/9/90 12/20/90 1/17/91 OM 1.058.909,00 6 11 Personal Computer, Photographic & 3/29/89 5/21/90 7/9/90 2/26/91 1/7/91 USD 136.477,00 6 Drafting Equipment 12 Material Handling Equipments 5/15/90 6/25/90 8/9/90 1/28/91 4/9/91 DM 1.036.640,00 9 YEN 19.642.300,00 Rp 168.712.500,00 13 Lifting and Cleaning Equipments 5/15/90 6/25/90 8/9/90 5/1/91 3/23/91 DM 484.135,00 7 ATS 847.295,00 14 Machineries 5/15/90 6/25/90 8/9/90 2/14/91 1/7/91 USDO 49.508,00 5 DW 354.823,00 BF 4.801.748,00 15 Wrecking Cranes 5/15/90 6/25/90 8/9/90 2/26/91 4/9/91 OM 6.478.257,00 8 16 Wheel Set Maintenance Machineries 5/15/90 6/25/90 8/9/90 1/2/91 3/28/91 USD 1.697.491,00 7 17 Warehouse Equipment 8/28/90 10/3/90 11/21/90 6/1/91 3/28/91 AUS 396.306,00 4 USD 92.624,10 18 Handling Equipment & Car 8/28/90 10/3/90 11/21/90 2/13/91 4/9/91 USD 874.082,16 5 Rtp 58.300.000,00 19 Electronic Equipment & Personal Computer 8/28/90 10/3/90 11/21/90 3/27/91 4/15/91 USD 248.305,00 5 20 Air Conditioning for Coaches 9/3/90 10/22/90 12/12/90 4/4/91 1/5/91 YEN 96.912.000,00 1 21 Winaow for Coacnes, Ejectric Coupler 2 9/3/90 10,22/90 12/12,30 3,27/919 5/14/91 Kp 2,126.D05. ,0u,D and Night Comfort Modules 22 measuring Device for Coaches, Drafting 9/3/90 10/22/90 12/12/90 7/24/91 6/22/91 DKK 630.135,00 + 6 and Microfilm Making Apparatus SGD 628.664,00 23 Ticketing & Reserv. Terminal Software 7/23/91 9/9/91 10/28/91 3/6/92 9/14/92 USD 634.995,78 11 and Hardware 94 0 63.995,78 11 24 Desktop Computer and PC's Software 7/23/91 9/9/91 10/28/91 3/6/92 9/14/92 USD 98.000,00 11 25 Equipment for Level Crossing Communi- 7/23/91 9/9/91 10/28/91 3/6/92 9/14/92 USD 273.78E,00 11 cation

26 CCTV for Container Terminal Canceled

L/ USs 1,360,800 in Table 2 7/ US$ 80,272,35 in Table 2 INDONESIA RAILWAY TECHNICAL ASSISTANCE PROJECT Appendix 4 RAILWAY'S FINANCIAL PERFORMANCE Rp. Million)

1. REVENUE a. TRAINOPERATIONS 1) PASSENGERS 99,992 107932 121,512 149,860 186,860 206,721 2) FREIGHT 68,629 80,780 89,202 106,416 128,214 141,814 b. OTHER 13,621 22,408 27,717 42,145 41,486 38,049 c. GOVERNMENTCOMPENSATION FOR INFRASTRUCTUREMAINTENANCE COST 21,703 31,500 31,500 TOTAL REVENUE(1) . 3 2. EXPENSES a. DIRECT COSTS 1) FUEL/POWER/LUBRIC _ 31,867 35,250 40,839 48,540 51,016 2) ROLLINGSTOCK MAINT _ 31,147 39,005 42,529 70,591 78,509 3) PERSONNEL _ 26,258 27,854 28,319 35,911 38,794 4) OTHER COSTS _ 9,425 10,633 10,874 15,313 15,288 SUB TOTAL (a) - i b. INDIRECTCOSTS 1) INFRASTRUCTURE _ 38,866 - 41,386 50,612 2) 59,685 PERSONNEL _ 15,924 - 17,465 21,139 3) 22,584 ACCIDENTS _ 1,514 - 0,634 1,125 4) STATIONS/YARD 1,000 4,279 - .,268 6,896 8,000 SUB TOTAL (b) 6:53772 c. GENERALCHARGES _ 84,556 92,437 116,510 111,266 114,182 3. TOTAL EXPENSES(2) L 4213 270,895 3 4. LOSS/PROFITBEFORE DEPRECIATION(1-3) !mu;5 . . (34,4 - 17,300' 26,426 g 5. DEPRECIATION (35,046) (47,249) - (34,866) (25,983) - (28,961) (30,134) 6. DEFICITAFTER DEPRECIATION (4+5) - (67"1) 6 (67330'. (8,68) 8 7. WORKINGRATIO 118,03 115,50 113,62 94,60 93,19 93,061

RADJBT Appenidix BALANCESHEETS (in billion Rupiah)

FY90 FY 91 FY 91 FY 92 FY 92 . Year Ended December, 31st Actual Appraisal Actual Appraisal- Actual Estimates Estimates

ASSETS I Gross Fixed Assets 833,59 871,62 850,76 989,32 976,39 Less Accumulated Depreciation (156,15) (184,68) (182,13) (213,64) (208,68) Net Fixed Assets in use 677,44 686,94 668,63 775,68 767,7.t Work in progress 6,49 10,87 33,86

Total Fixed Assets 683,93 686,94 B79,50 775,68 801,57

Investments/OtherAssets 132,13 105,56 204,26 112,63 208,15

Cash at Banks 72,73 62,01 80,53 47,02 81-,60 Inventories 124,02 120,92 110,64 1t7,90 109,-08 Accounts Receivable 39,36 33,84 37,36 29,19 56,70 Other Current Assets 65,00 95,67 101,78 119,34 129,41 Total Current Assets 301,11 312,44 330,30 313,45 376,79 Less Current Liabilities (15,35) (15,26) (42,56) (11,32) (78,99)

Net Current Assets 285,76 297,18 287,75 302,13 298,60

Total Assets 1.101,82 1.089,68 1.171,50 1.190,34 1.308,62

LIABILITIES & EQUITY Paid Up Capital 1.059,02 1.039,52 1.128,88 1.131,64 1.262,44 Retained Earnings _ _ (7,74) - (11,74)

Total Equlty 1.059,02 1.039,52 1.121,14 .1.131,64 1.250,70

Total Long Term Debt 42,80 50,16 50,36 58,70 5T,82

Total Liabilities& Equity 1.101,8211.089,68 1.171,50 1.190,34 1.308,52 Debt/Equity Ratio 0,91 °0,75 0,69 0.51 0.48

Balance-wql BALANCE SHEETS (in billion Rupiah) - 37 - Appendix 5

Loan Disbursementsfor World Bank TechnicalAssistance Project for PERUMKA Loan IBRD No. 2891-IND

DISBURSEMENTS (IN S MILLION) LOAN 2891 -IND

BANK FISCAL YEAR AND ACTUAL % OF QUARTER ESTIMATED

1988/1989 1

3 2.30 2.30 8.2 4 2.80 2.30 8.2

1989/1990 1 3.50 2.36 8.4 2 4.00 4.53 16.2 3 6.00 5.05 18.0 4 7.00 5.05 18.0

1990/1991 1 8.50 8.19 29.2 2 9.00 8.91 31.8 3 10.00 9.46 33.8 4 11.00 9.62 37.9

1991/1992 1 13.00 12.00 42.8 ., 14.00 12.77 45.6 316.00 14.76 52.7 4 18.00 17.49 63.1

1992/1993 1 20.00 19.65 70.0 2 22.00 21.23 75.8 3 24.00 22.23 79.4 4 27.00 26.55 94.8

1993/1994 1 28.00 27.17 97.0 2 28.00 27.60 98.5

Cancelled US$ 396,730 *) 28.00 100.00 October 1st, 1993

Note

The remainingt 1.50% canceled due to a. Remainingof freight and insurance (actual less than of the contract value) b. Fluctuationin exchange rate

*) Amount actually cancelledwas US $ 413,222.18 See Appendices 6 + 7 (Note added by task manager World Bank) -38 - Appxœl±x 6

5. Project Costs and Financing for World Bank Technical Assistance Project PERUMKA Loan No. 2891 - IND

A. Project Costs in local and foreign (In thousand of Rp. and USS)

APPRAISAL ESTIMATE ACTUAL

Local Foreign Cocal Foreign DESCRIPTION Costs Exchange Costs Exchange Costs Costs (Rp. 000 ) (US$ 000) (Rp. 000 ) (US$ 000)

A. Civil Works 6,026 - 5,449,547 _

B. Material and Equipment 3,262 17,850 3,213,706 17,473

C. TA and Training 833 10,150 799,828 10,114

Total Project Cost 10,121 28,000 9,463,081 27,587

Cancelled 413

B. Allocation of Loan Proceeds

Catagory Original Final Actual Allocation Allocation Disbursements

(1) Equipment and Materials 14,700 17,850 17,473

(2) Consultant'sServices 8,800 10,150 10,114 and Training

(3) Unallocated 4,500

TOTAL 28,000 28,000 27,587 CANCELLED 413

procostc Appendix 7

IDONESIA RAILWAYTECHNICAL ASSISTANCEPROJECT (Loan.2891-IND) Operational Performance Indcators

~~~: ... " ...... ,, :,.-I

; ...... ::.... ~~~~~~~~~~...~. > _____ .:..:-6 .0.

1. AVAILABILllY ) a. LOCO -70 25 75 76 76 76 82 84 85,5 92 b. COACH. 80 78 74 79 82 82 84 85 855 92 c. WAGON 80 75 66 74 77 83 86 87 87,5 90

2. UTILIZATION (KMIDAY) I a. LOCO 279 327 331 338 372 360 390 400 410 47fn b. COACH 423 416 372 386 488 380 410 415 420 534 Lo c. WAGON 52 .71 48 41 58 65 80 85 90 95

3. PRODUCTlVITY(.

a. NETTON7RAIN 196 243 224 229 245 250 280 300 310 315 (FREIGHT).

b. WAGONTURNROUND 806 6,8 7,6 7,1 4,9 7 6 5 4,5 90

SOURCE: INDONESIANRAILWAY PUBLC COMPANY ...... [-,BASED ON AVAILABLEPOSITION OF THE FLEETOF LOCOMOTIVES,COACHES AND WAGONS ED Targets: Evaluatiob Document Targets (Schedule 5 of Loan Agreement) - 40 -

Part III: STATISTICAL TABLES

Table 1: Summary of Assessments Table 2: Related Bank Loans/Credits Table 3: Project Timetable Table 4: Loan/Credit Disbursements: Cumulative Estimated and Actual Table 5: Project Costs Table 6: Project Financing Table 7: Status of Legal Covenants Table 8: Bank Resources: Staff Inputs Table 9: Bank Resources: Missions Table 10: List of Training Modules Implemented Table 11: Equipment Purchases for Training Modules Table 12: Operational and Financial Targets and Actuals - 41 -

Table 1: SummARYOF A83DMS A. A event of obetve Subst_ntl Pall Negible Not applobe (t)0 tO) O) Macro policies E z OK Sector policies El R 0 FinanciaLobjectives E EE0 0 InstitutionaL developmnt IV E0 ] Physical objectives El E El Poverty reduction 0 0 0 St Gerder issues 0 E ° RI Other social objectives 0 m 0n Erivirormentalobjectives 0 E E OR Public sector mrangement El El El Private sector development El El El Other (specify) El E El

B. Project Sustalhnty Llkely Uncely Unowtain (I) O) ) lff 0E El C. Bank Pefo.mance HIhly Satisfactory Satisfactory Deficait (I) (V) (V) Identificetion E E Prepratioonassistance El El Appraisal1 El Supervision E El

D. Borrower pwformance Highly Satiefoatory Satifatory Defoiet O/) OI) O) Preparatiof E El Implementation o El Covenantcompliance pi El operation (if applicable) 0 El

Highly Higl E. Assesment of outome satifactory Satlefuotorf Unstisfactory unsatifeatory El El E) - 42 -

Table 2: RELATED BANK LoANs/CREDrrs

Preceding Operations 1. firgt ghway ct i :Jinteasnc i19&9 Ongom

2. Second Highway Sector Investment & TA 1994 Ongoing Project ia;; X' XX X -. ;,'',',',X,0;,:. ;,,.X;, ,,.,,. , ....~...... -.-.i;

/a Highway Maintenance and Betterment Project

Table 3: PROJECT TIMETABLE ...... -000 Date AttuaI/ -t . . Cycle . . ...-..- P- ed Latet -... Identification (Initial Project Brief) October 23, 1985 Prparatin (Peprisa Miason ArlMay 1985..b... y 22 W.16 Appraisal July 11-25, 1986 Negotiatis DeceMber15, 1986 October 1M21,1987- Letter of development policy (if applicable) Boardprs n February 7 December 10. 1987 Signing January 7, 1988 Eff_0000004;tiv.nep0:-0;000ffSS-S M-c 198 0000;0ay4j0M-006, 19880002X04-t First tranche release (if applicable)

Mi revlew If pli ;p... -- .. - Second (and third) tranche release (if applicable) -rJc conietoi Jwd 30i-,199 Juri -y IS, 199 L--

Loan closing June 30, 1992 July 15, 1993 Lb

La Last disbursement. Lb November 2, 1993 letter informing Borrower of closing effective July 15, 1993. - 43 -

Table 4: LoAN/CREDrT DISBURSEMNS: CUMULATIVEESnmATED AND ACTUAL (USS million) FY18 FY89:FY90 FY91: -:FY921 FY93 FY94 Apprail estimte 1.0 11.3 21.5 26.5 28.0 - - Actual - 2.6 7.5 12.0 19.5 27.0 27.5 Actua as % of es0imt - 23.0 34.9 45.3 69.6 96.4 98.6 Date of final disbursement July 15, 1993

Table 5: PROJECT COSrS

Actual/latest estimate Appraisal 0timate: (US$M)

(US$M) Local Foreign Local Foreign Item costs costs Total costs costs Total 1. Equipment and Mat. -0.5 17.0 17.5 1.6 17.5 19.1

2. Training 0.4 6.1 6.5 - - -La 3. Consuatnt Services 1:.? 4.3 6.0 0.4 10.1 1O.5L&

4. Civil Works 0.4 0.6 1.0 2.7 - 2.7

T-tal-3.0 0 28.0 31.0 4.7 27.6 32.3 ra lIclud inC5 Os t Services L Includes Training

Table 6: PROJECT FINANCING Apprs tMte (SM Actuallest estimate (S Local Foreign Local Foreign Source costs costs Total costs costs Total

TBR:.IDA. - S.. 2.. 27.6 27.6

Cofinancing institutions ------

:::e -~teu- ur.------

Domestic contributions 3.0 - 4.7 - 4.7 Total ~~3A.0 2S.O 2S.Q: 4.1 21.6 3. - 44 -

Table 7: STATus OF EGAL Co oTS INDONESIA Ralway Tenkical Assisbnce Project

SOfA I ,on Wtv, 071261/9 .5 15. 3 .22

vP - LWT A"IA A PACIFIC RIC OPrICE MO Z6TgT D6TA0ThTAT III 25640 - IWFPJTkUC7UU o0r30AT100 DIV PrIc.I - t2St5.t-5.. of CoOnx. Co pilnc 00 3.0 -,Mlii 0 rcm 56 00AT0 06421/93

Pr.j0et Iii 40IIIlA20 - tAlLWAY TA

2 dt. CTdLt * tnt 0,eOr'D1-;1 *k-. d nOOsiptio f Cof t C.o

Cr.U~~~~~~~~~~~~~~~~~~~ .0t.).04 tl 0 C to 1t. i t.. Insd out tith dw dilo 5c. nodnt hth. : -Ii I-- d I,vd t. rt dun

0t. 5. 02 NC odnnodt ofodt ..- I. t. a inoto S. -Cn1 .- I0 .1 .. o.-do - 2.1th 01... nt S.k nidi. b ..

S ct.1.03 9 c lltii 1h5to -dtuc nut. of _plqnw t. 41,000 byer I. cpleo1

Fct. I.0A I C oilOy to .Inttin p.o..- -o.d. pond oi.oot.. 0. .In .p.i ..

2.05.6.01 Si 6 C~~~~~~~~~~~~~~~~~~~~~~~ Roli.. 5 .01.1 .odlOtiod fi,,aosll .tntnWt Aidi t o! 2192t cosostod.lood du- to 0ha.nS is

0.540 e CD- CIionoqOnloy..=oft.. 0tse C Ra lon,w to f- ;rrv..331/9) onooso-tond oo..doo s"nodan UonIn oind -pst. .1.a..5,.tso

NC^ttut C- - d 1..d 11-1 - 1t.i o,.. ,.f. .- 1 C.4.11 .. 0c1.Ia..2 205 Ti..tt. CO - C1oily.d 0056.P0,5 ~ ~ ~ ~ ~ ~ ~ ~ ~ .p.d

Onto.50/10/l001-Ytn5aC - c1id oLtir th ..- t"ut _-y~ .... - t

C _- llot CY 0F 01o6t

2tt- -51DC D 05.23.23X@/-C.1rWfr ttrch r rveto tc

c,ni.5nons of::':525.i trnj.t oIPtLCO ofI.*.o5nII - 5.5.35 05'oo q °t Con no-nt Ct.nian o

rulL T;tont .0; 000.51 50.00. Cln.n101,otlon , onan5 .s P.I

CD C e ftrctfcfli.r1. , D. sworn, ft. b

S" _ m in.nblt Ti-

10I_trr t .l_.d W t 11 D.ot:.. 07do1trtoroy/ l or12 .lexonn-.tornl5 ctor r .orLntlto tiol nction 1 03. - A - 45 - Table 8 Page 1 of 4 Table 8: BANKRESOURCE: STAFF INPruTs

PAGE 1

BRWPRSTF - Lending Operationo Timetable - Staffing Detail Run time: 08/26/94 at 08.23.30 Region 4 Department: 258 TRS Dta as of 07/16/94, Work Program Date *c of 07/09/94

Section 1: Heading Information

ID And Name 4INSPA209-RA:LWAYS TA rY And Status i 88-L Country iINDONESIA Managing Div. 258/40 Task Manager: BYL Task Mgr Div. i 268/40

Section II: Staff'eek Coot Summary

- s T A F r W e c K S ------D 0 L L A R S (S000) ------Actual Planned Dept Source Orig. Retv. As , No. Of Planned Orig. Rev. TakID Div Type Staff/Conuvit No.-Nam Of Funds Plan Plan Actual Rev. Trips Trar Plan Plan Actual

FYs6

Preparation, Preappraisl

LENP 258/40 C AP5910 B .0 0 26.3 0 0 0 0 .0 0 L£NP 258/40 H 16885 -Morreil B .0 0 2.4 .0 .0 .0 .0 .0 .e LENP 258/40 H 06526 -P rthasa 66 0 0 16 4 0 0 0 0 .0 0 LENP 601/05 H 16894 -HARIRAM BB 0 0 . 0 0 0 0 .0 0

Total Preparation, Preappraisl 0 0 5.8 .0 .0 .0 .0 .0 .0

Total FY86 0 0 45.8 0 .0 .0 .0 .0 .0 FYe7

Appraisal

LENA 258/40 C AP6986-TH0MPSON BB .0 .0 2.8 .0 .0 .0 .0 .0 .0 LENA 258/40 H 16885 -Morrell Be .0 .0 3.7 .0 .0 .0 .0 .0 .0 LENA 258/40 H 06526 -Parthasa BB 0 .0 9 3 0 .0 0 .0 .0 .0 LENA 258/40 H 08528 -Sigfusso .0 .0 2 .0 .0 .0 .0 .0 .0 LENA 258/40 H 08967 -Thomas a .0 .0 .2 .0 .0 .0 .0 .0 .0 LENA 258/40 H 08399 -Van Der so .0 .0 .4 .0 .0 .0 .0 .0 .0 LENA 601/05 H 16884 -HARIRAM BB 0 0 .5 0 0 0 0 .0 0 ______------______------:____ Total Appraisal .0 0 17. 0 . 00 0 .0 .0

Negotiation

LENN 258/40 H 16885 -Morrell B 0 0 1 .0 0 0 0 0 0 LENN 256/40 H 06526 -Parths 0 0 7 .0 .0 .0 0 0 0

Total Negotiation .0 .0 .6 .0 .0 .0 .0 .0 0

-Total FY87 .0 .0 17.6 .0 .0 .0 .0 .0 .0

FY88

Negotiation

LENN 254/40 H 16885 -Morrell an .0 .0 .5 .0 .0 .0 .0 .0 .0 LENN 258/40 H 02123 -Bayulken Be .0 .0 4.2 .0 .0 .0 .0 .0 .0 LENN 258/40 H 06399 -Van DOr .0 0 2 .0 0 0 0 0 0 LENN 268/40 C AP7045-MELROSE 0 .0 1 .0 0 .0 .0 0 .0 LENN 268/40 H 06526 -Parthasa Be .0 .0 5.3 .0 .0 .0 .0 .0 .0

Total Negotiation .0 .0 12.1 .0 .0 .0 .0 .0 .0

*Total FY88 .0 .0 12.1 .0 .0 .0 .0 .0 .0 PAGE 4

BRHPRSTF - Project Supervision Timetable - Staffing Detail Run time: 08/26/94 at 08.23.30 Region: 4 Department: 258 TRS Data as of 07/16/94, Work Program Data as of 07/09/94

Section 1: Heading Information

ID And Nam 4INSPA209-RAILWAYS TA FY And Status 88-L Country INDONESIA Hanaging Div. 258/40 Task H-nager: BYL Task Hgr Div. 268/40

Section II: Staffweek Cost Summary

- S T A F F W E E K S ------D 0 L L A R S ($000) ------Actual Planned Dept Source Orig. Rev. As t No. Of Planned Orig. Rev. TaskID Div Type Staff/Com_it No.-Nam, Of Funds Plan Plan Actual Rev. Trips Trav Plan Plan Actual

FY88

Project Supervision

SPN 258/40 C A08984-MELROSE BB .0 .0 .9 .0 .0 .0 .0 .0 .0 SPN 258/40 H 06399 -Van Der BB .0 .0 .0 .0 .0 .0 .0 .0 .0 SPN 268/40 H 06526 -Parthasa BB .0 .0 1.1 .0 .0 .0 .0 .0 .0

Total Project Supervision .0 .0 2.1 .0 .0 .0 .0 .0 .0

Total FY88 .0 .0 2.1 .0 .0 .0 .0 .0 .0

FY89

Projoct Supervision .

SPN 258/40 C BB 10.0 10.0 .0 .0 .0 .0 .0 .0 .0 SPN 258/40 C A11226-HAIES BB .0 .0 1.2 .0 .0 - .0 .0 .0 .0 SPN 258/40 C A08984-MELROSE BB .0 .0 2.6 .0 .0 .0 .0 .0 .0 SPN 258/40 H BB 5.0 5.0 .0 .0 .0 .0 .0 .0 .0 SPN 258/40 H 11452 -James BB .0 .0 3.0 .0 .0 .0 .0 .0 .0 SPN 258/80 L 20140 -Hardi 88 .0 .0 .0 .0 .0 .0 .0 .0 .0 SPN 268/40 C Allll-MELROSE BB .0 .0 4.0 .0 .0 .0 .0 .0 .0 SPN 268/40 H BB 2.0 2.0 0 .0 .0 .0 .0 .0 .0 SPN 268/40 H 06526 -Parthaaa BB .0 .0 10.1 .0 .0 .0 .0 .0 .0 SPN PR 268/40 H 07337 -Trnka BB .0 .0 .2 .0 .0 .0 .0 .0 .0

Total Project Supervision 17.0 17.0 21.2 124.7 .0 .0 .0 .0 .0

Total FY89 17.0 17.0 21.2 124.7 .0 .0 .0 .0 .0

FY90

Project Supervision

SPN 258/40 C 88 6.0 6.0 .0 .0 .0 .0 .0 .0 .0 SPN 258/40 C A21515-HAWES BB .0 .0 1.3 .0 .0 .0 .0 .0 .0 83 a) SPN 258/40 H BB 4.0 4.0 .0 .0 .0 .0 .0 .0 .0 SPN 258/40 H 11452 -James BB .0 .0 .9 .0 .0 .0 .0 .0 .0 SPN 258/80 L BB .5 .3 .0 .0 .0 .0 .0 .0 .0 SPN 258/82 H 13583 -Fernando BB .0 .0 .5 .0 .0 .0 .0 .0 .0 C SPN 258/82 SPNL 258/82 88BB ~~o ~ ~~.3 ~ ~~~~.0.0 .0 .0 .0000o0 .0 .0 .0 SPN 258/82 L 20140 -Hardi BB .0 .0 .2 .0 .0 .0 .0 .0 .0 SPN 258/82 L 16304 -Soedjak BB .0 .0 .2 0 .0 .0 .0 .0 .0 SPN 268/40 C A17647-MELROSE BB .0 .0 2.1 .0 .0 .0 .0 .0 .0 SPN 268/40 H BB 12.0 12.0 .0 .0 .0 .0 .0 .0 .0 SPN 268/40 H 09382 -MASTHAGE BB .0 .0 .3 .0 .0 .0 .0 .0 .0 BRWPRSTF - Project Supervision Timetable - Staffing Detail Run time: 08/20*/94 at 08.23.30 Region: 4 Department: 258 TRS Data as of 07/16/94, Work Program Data as of 07/09/94

Section 1: Heading Information

ID And Name 4INSPA209-RAILWAYS TA FY And Status 88-L Country INDONESIA Managing Div. 258/40 Task Manager: BYL Task Mgr Div. : 268/40

Section Il: Staffweek Cost Summary

- S T A F F W E E K S - D O L L A R S ($000) ------Actual Planned Dept Source Orig. Rev. As % No. Of Planned Orig. Rev. TaskID Div Type Staff/Commit No.-Name Of Funds Plan Plan Actual Rev. Trips Trav Plan Plan Actual

SPN 268/40 H 06526 -Parthasa BB .0 .0 9.4 .0 .0 .0 .0 .0 .0 SPN PR 268/40 C A17554-WILLEN BB .0 .0 .3 .0 .0 .0 .0 .0 .0 SPN PR 268/40 H 09382 -MASTHAGE BB .0 .0 .1 .0 .0 .0 .0 .0 .0 SPN PR 268/40 H 19680 -Sarno BB .0 .0 .1 .0 .0 .0 .0 .0 .0 SPN PR 268/40 H 00556 -Sharma BB .0 .0 2.2 .0 .0 .0 .0 .0 .0 SPN PR 268/40 H 07337 -Trnka BB .0 .0 .3 .0 .0 .0 .0 .0 .0

Total Project Supervision 22.5 22.5 17.9 79.7 .0 -0 .0 .0 .0

'Total FY90 22.5 22.5 17.9 79.7 .0 .0 .0 .0 .0

FY91

Project Supervision >

SPF 258/40 C Be 6.0 6.0 .0 .0 .0 .0 .0 11.0 .0 I SPF 258/40 C A21515-HANES BB .0 .0 2.0 .0 .0 .0 .0 .0 .0 SPF 258/40 H aB .0 17.0 .0 .0 .0 .0 .0 .0 .0 SF9 258/40 H 11452 -James BB .0 .0 .1 .0 .0 .0 .0 .0 .0 SPF 258/82 L BB .5 .5 .0 .0 .0 .0 .0 .0 .0 SPF 258/82 L 20140 -NHrdi Be .0 .0 .5 .0 .0 .0 .0 .0 .0 SP9 258/82 L 16304 -Soedjak aB .0 .0 .0 .0 .0 .0 .0 .0 .0 SPF 268/40 H BB 6.0 12.0 .0 .0 .0 .0 .0 .0 .0 SPF 268/40 H 20669 -Anderson BB .0 .0 1.3 .0 .0 .0 .0 .0 .0 SPF 268/40 H 06526 -Parthasa Be .0 .0 11.5 .0 .0 .0 .0 .0 .0 SPF PR 268/40 H 06526 -Parthasa BB .0 .0 .4 .0 .0 .0 .0 .0 .0 SFn PR 268/40 H 00556 -Sharm BB .0 .0 1.3 .0 .0 .0 .0 .0 .0 SPF PR 268/40 H 07337 -Trnka BB .0 .0 .4 .0 .0 .0 .0 .0 .0 SPF PR 268/40 H 03242 -Virdy BB .0 .0 .5 .0 .0 0 .0 .0 .0

Total Project Supervision 12.5 35.5 18.0 50.7 .0 .0 .0 11.0 .0

*Total FY91 12.5 35.5 18.0 50.7 .0 .0 .0 11.0 .0

FY92

Project Supervision

SPF 258/40 C Be 2.0 2.0 .0 .0 .0 .0 3.7 3.7 .0 O7 c SPN 258/40 C A28887-Hawes BB .0 .0 .9 .0 .0 .0 .0 .0 .0 SPF 258/40 H BB .0 17.0 .0 .0 .0 .0 .0 .0 .0 L SPF 258/80 L 20140 -Hardi BB .0 .0 .0 .0 .0 .0 .0 .0 .0oo SPF 258/82 L 20140 -Hardi BB .0 .0 .2 .0 .0 .0 .0 .0 .0 SPF4 268/40 H BB 8.0 8.0 .0 .0 .0 .0 .0 .0 .0 SPF 268/40 H 20669 -Anderson BB .0 .0 .5 .0 .0 .0 .0 .0 .0 a- SPF 268/40 N 06526 -Parthasa BB .0 .0 7.0 .0 .0 .0 .0 .0 .0 SPH PR 268/40 C A50369-FATEEN BB .0 .0 .8 .0 .0 .0 .0 .0 .0 SP4 PR 268/40 C A48472-LEONARD BB .0 .0 .1 .0 .0 .0 .0 .0 .0 Table 8 - 48 - Page 4 of d

PAGE 6

BRWPRSTF - Project Suptr,ision Timtable - Staffing Detail Run time 08/26/94 at 08.23.30 Region: 4 Departmnt: 250 TRS Data a* of 07/16/94, Work Program Date as of 07/09/94

Section 1: Heading Information

ID And Na 4INSPA209-RAILJP.YS TA rY And Status 8-L Country INDONESIA Managing Div. 250/40 Task Manager: SYL Task Mgr Div. 260/40

Section II: Staffak Cost Sunary

- S T A F r N C E K S ------D0 L L A R S ($000) ------Actual Planned Dept Source Orig. Rev. As 9 No. Of Planned Orig. Rev. ToakID Din Type Staff/Conmit No.-Ne Of Funds Plan Plan Actual Rev. Trips Tran Plan Plan Actual

SP" PR 268/40 H 07337 -Trnka Be 0 0 .3 0 0 .0 0 .0 0

Total Project Supervision 10.0 27.0 9.9 36.6 0 .0 3.7 3.7 .0

*Total FY92 10.0 27.0 9.9 36.6 .0 .0 3.7 3.7 .0

rY93

Project Supervision

SPN 242/30 H as 0 4.9 0 0 .0 .0 0 .0 .0 SPN 242/30 N 06526 -Perthsa 8B 0 0 4.3 .0 0 0 .0 .0 .0 SPN 258/40 C A28887-Kas S .0 .0 .4 .0 .0 .0 .0 .0 .0 SPN 258/40 C A61821-HANIES 88 0 0 .1 0 0 0 0 0 0 SPN 25S/40 H R8 1.0 1.0 .0 .0 .5 4.5 .0 0 .0 3PN 258/40 H 01199 -Byl .80 0 3.7 .0 .0 .0 .0 .0 .0 SP" 258/92 L 20140 -Nardi .0 0 .3 .0 .0 .0 .0 .0 .0 SP" 268/40 H SB 10.0 5.1 .0 .0 .0 .0 .0 .0 .0 SPN 268/40 H 06526 -Parthasa SB .0 .0 5.1 .0 .0 .0 .0 .0 .0 3PN 268/50 H 21759 -Grean*y 88 .0 .0 .2 .0 .0 .0 .0 .0 .0 SPN 658/10 H 20669 -Andereon 8B .0 .0 .8 .0 .0 .0 .0 .0 .0 SPN PR 269/40 H 23653 -Jimn-z Be .0 .0 .3 .0 .0 .0 .0 .0 .0

Total Project Supervision 11.0 11.0 15.3 139.5 .5 4.5 .0 .0 .0

-Total FY93 11.0 11.0 15.3 139.5 .5 4.5 .0 .0 .0

FY94

Project Suparvision

SPN 258/40 N 01189 -Byl as .0 .0 2.0 .0 .0 .0 .0 .0 5.4

Total Project Supervision .0 .0 2.0 .0 .0 .0 .0 .0 5.4

-Total FY94 0 0 20 .0 .0 .0 .0 .0 5.4

Proj. Completion Report

PCR 242/30 H 06526 -Parthasa Be .0 .0 .0 .0 .0 10.3 l 3.0 .0 .1 PCR 258/40 H 01199 -By .0 .0 4.4 .0 .0 .0 .0 .0 12.0

Total Proj. Comp!etion Report 3.0 .0 4.5 .0 .0 .0 10.3 .0 12.2

Tot-l FY94 3.0 .0 4.5 .0 .0 .0 10.3 .0 12.2 - 49 -

Table 9: BANK RESOuRCES:MISSIONS

paa-d Fwb& Rstgn stae of AMsW NMimw D Irn saN saims Tvm of projectcycOfe d rqrauiad Implarnmtde Devel.paa pr& 9rojedCYC* dm at r .,.,,,,, ,,,,~~~~~~~~~~~~~~~~~~~~~~. ...,.,... ..,..;

Appraisa rooo 7/86 15 Boad aproval

Supevuimouf 7/86 3 11 Ec/FA/Eng

.;...'..'',.'.-'..'..''.'-"'''.'- ~ ~' .'.-.:~~ ~ ~ ~ ~~~ ~~~~...... 5/89 2 10 EC/Eng

10/89 2 7 Ec/Eog -~~~~~~~"'"-""'' -~..'-.".'....-"'- '- -' .-.-..-......

2/91 1 17 Econ -:~~~~~~~~~~~~~~~~~~~ j......

06/92 1 10 Bcon

'~~~~~~~~~~~~..',.'. ,'.,' .''."

Conlcti-o 12/93 1 8 Econ/Eng. - 50 -

Table 10: LIsT OF TRAING MODULES IMPLEMENTED

Module 1 Project Implementation Unit Module 2 Track Maintenance Module 3 Soil Stabilization Module 4 Manpower Planning Module 5 Bridge Maintenance and Construction Module 6 Intermodal Services Module 7 Sales and Marketing Module 8 Freight Operations Planning Module 9 Rationalization of Workshops and Sheds Module 10 Traffic Costing Module 11 Train Operations Control Module 12 Jakarta-Yogyakarta Passenger Services Module 13 MIS Integrated Systems Analysis and Design Wagon Control System Rolling Stock and Track Maintenance Planning Systems Module 14 Business Diversification Module 15 Training of Trainers Module 16 Maintenance of Diesel Locomotives Module 17 Maintenance of Passenger Coaches Module 18 Maintenance of Freight Cars Module 19 Maintenance of Bridges Module 20 Inventory Management Module 21 Investment Plan Management Module 22 Freight Railroad Marketing

Source: Indonesian Railway Public Corporation (Perumka) Report of the Results on World Bank Technical Assistance Project for the Indonesian Railway Public Corporation, September 1992, and Government contribution to this report (Appendix 1). Table I1: Equipment Purchases for Training Modules

Contract IBRD Percentage Planned Actual Delay Months between Price D)isbursed Eligible De facto Completion (months) bid opening & Components Procured & Purpose (Module) (USS eq.) financed (date) contract award Module 2: Track Maintenance 558,838 551,599 Telecommunication Equipment& Personal Computer 60,353 35,658 65 59 12/90 1/91 1 3 Track Maintenance Equipment, Machineries Instrument Device &'Tools 498,485 515,941 100 104 4/91 8/91 4 4 Miodult 3: Soil Stabilization 80,272 77,584 Soil Stabilization Equipment 80,272 77,584 100 97 12/91 7/92 7 5 Module 4: Manpower Planning 136,477 80,352 Drafting & Photographic Equipment & PC 136,477 80,352 65 59 4/91 4/91 1 6 Module 5: Bridge Maintenance & Inspection 755,717 714,261 Mobile Workshop Van 643,352 647,812 100 101 11/91 6/92 7 6 Bridge Maintenance & Inspection Equipment 112,365 66,449 65 59 5/91 5/91 - 6 Module 6: Intermodal Services 1,835,604 1,687,691 Container Wagon 1,360,800 1,213,781 100/95 89 7/91 12/91 5 5 Terminal Handling Equipment 474,804 473,910 100 100 6/91 6/91 - 4 Miodule6 and 7 405,658 246,502 Trailers and Minibus for I lauling 405,658 246,502 65 61 5/91 6/91 1 4 Module 7: Marketing 72,495 41,162 Ln Electronic Office Equipment 72,495 41,162 65 57 3/92 9/92 6 3 Module 8: Express Freight Jak-Surab. 400,311 400,534 Warehouse Equipment 400,311 400,534 100 100 10/91 2/92 4 4 Module 9: Workshops and Sheds 7,455,820 7,317,152 Wrecking Cranes 4,083,221 3,988,892 100 98 3/93 4193 1 8 Set of Wheel Maintenance Machinery 1,697,491 1,695,978 100 100 6/92 10/92 4 7 Material Handling Machinery (Equipment) 873,228 846,631 100/65 97 4/92 4/92 - 9 Other Machinery 420,772 393,083 100/65 93 11/91 1/92 2 5 Lifting and Cleaning Equipment 381,108 392,568 10) 103 3/92 3/92 - 7 Module 12: Jak-Vogya Passengers 3,297,828 2,851,663 Windows, Electric Couplers and Night Comfort Modules for Coaches 1,123,681 642,440 65 57 9/91 9/91 - 5 Air Conditioning for Coaches 741,428 746,531 100 101 8/91 8/91 - I Ticketing and Reservation Wares for Terminals 581,212 620,668 100 107 4/93 6/93 2 11 Measuring Devices for Coaches, Drafting and Microfilm Apparatus 479,719 470,242 100 98 2/92 6/92 4 6 Le%el Crossing Communication Equipment 273,788 273,741 100 100 3/93 4/93 1 11 Desktop Computer and PC Software 98,000 98,041 100 100 3/93 6/93 3 11 Module 13: Mis+Car Control Software 2,490,074 2,372,679 Computer Hardware + System Software 2,490,074 2,372,679 100/95 95 10/91 1/92 3 6 Module 14: Business Diversification 1,153,382 1,132,081 Handling Equipment and Car 905,076 890,231 100/65 98 1/92 3/92 5 Electronic Equipment and PC 248,306 241,850 100 97 10/91 12/91 2 5 Total 18,642,476 17,473,260 94 6 file work/bylhable/module2xis - 52 -

Table 12: Operational and Financial Targets and Actuals for PJKAIPERUMKA

FY 88/89 89/90 90/91 91/92 92/93 T A T A T A T A T A

1. Availability (%) a. Loco (train) 80 70 82 75 84 76 85 76 85.5 76.0 b. Coaches (mainline) 80 80 82 78 84 74 85 79 85.5 82.0 c. Wagon 80 80 83 75 86 66 87 74 87.5 77.0

2. Utilization (km/day) a. Loco 340 279 360 327 390 331 400 338 410 372 b. Coaches 350 423 380 416 410 372 415 386 420 488 c. Wagon 50 52 65 71 80 48 85 43 90 58

3. Productivity Net ton/train (freight) 200 196 250 243 280 224 300 229 310 245 Wagon Turn-round (days) 8 9 7 7 6 8 5 7 4.5 4.9

4. Financial 87/88 88/89 89/90 90/91 91/92 a.Workingratio 125 n.a. 121 118 118 116 115 114 111 95a/ b. Operating ratio (%) 147 n.a. 142 n.a. 140 132 133 128 132 03 b/ T: Target A: Actual a/ 1992 and 1993 actualsboth 93. b/ 1992 and 1993actuals 101 and 100 (unaudited). Source: Schedule5 of LoanAgreement between IBRD and governmentand Pout 11,Appendices 4 and 7. MAP SECTION

IBRD25852

100 150, INDONESIA RAILWAYNETWORK

RAILWAYS

THAILA,NDD PROVINCE HEADQUARTERS AIRPORTS

PORTS

NATIONAL CAPITAL

INTERNATIONAL BOUNDARIES

Bondo Aceh} 0 200 400 600 800 1000

KILOMETERS 5 BRUNEIl

Medan MALAYSIA

MALAYSIA Rantaupropot c>SINGAPORE_ Pekanba ru o Padongponjong C Poriomon I P akumbuh Pontionak 0

Podong' Solok ,. - Jambi

S U (V1 A T E R A C Palongko,ayo (S U M A T R A.

Luauklinggau lPoembong

Bengkulu c Bonjormosin

Tonjung Karang

Merak JAKARTA The boundaries, colors Lobuhon Korowong denominations and an on this m do not iply, on th pot of Malingping Bandun A / The World Bank Grou..,Srby any 1 udgment on the leg an stotus of any territory, Ci.n Probolinggo or any endorsement or acceptance of such COc0P Ygy.k ,L boundries. tn an Bionyuwangi

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MAY 1994