Annual Report 2004

Annual Report 2004 1 Contents Time for trains 3 What is Jernbaneverket? 4 Organisational structure 5 Safety 6 Finance and efficiency 10 Operations 10 Maintenance 11 Capital expenditure – rail network development 12 State Accounts for 2004 14 Human resources 16 Personnel and working environment 16 JBV Ressurs 16 Competitiveness 18 Train companies operating on the national rail network 18 Infrastructure capacity – Jernbaneverket’s core product 18 Operating parameters 19 Key figures for the national rail network 21 Traffic volumes on the national rail network 23 Punctuality 24 Environmental protection 26 International activities 28 Contact details 30 www.jernbaneverket.no 2 Cover: Jernbaneverket’s celebrations to mark 150 years of Norwegian railways. Photo: Øystein Grue Time for trains The past year marked the 150th anniversary of the railways in Norway and proved a worthy celebration. Punctuality has never been better, rail traffic is growing, and in summer 2004 the Norwegian Parliament took the historic decision to invest NOK 26.4 billion in developing a competitive rail network over the ten years from 2006 to 2015. In other words, the anniversary year not only provided the opportunity for a nostalgic look back, but also confirmed that the railways will continue to play a central role in the years ahead. In line with Parliament’s decision, value our good working relationship with autumn 2005. This brings us one step clo- Jernbaneverket has drawn up an action the trade unions. The railway has a culture ser to our goal of an efficient, modern rail programme which, if implemented, will and a historic legacy which need to be network in the Oslo region. The project be the largest programme of investment managed responsibly. has been conducted in an efficient, cost- in Norwegian railways in modern times. Rail is a safe mode of transport, as focused way, which is essential if rail is to By focusing investment on the ten per the statistics for 2004 confirm. However, enjoy the confidence of funding bodies cent of the network where rail has the that is no reason to be complacent. We and the general public. largest market base, we can help the can do better – and we are, every single Society is changing, and with it the country meet the ever greater challenges day. To assist us in this process, we have public’s expectations in terms of service it faces in the transport sector. This tar- the attitudes and mindset that each and information. In 2004, Jernbaneverket geted investment programme will also employee brings to the job. We like to talk continued its drive for improvement in eliminate the bottlenecks that currently of ownership, accountability and pride these areas. There is a particular need for affect long-distance services. in the job. Coupled with new technology good-quality public address announce- Also in 2004, the Norwegian Parliament and new procedures, these are the ments and information displays. Stations decided to open up all rail maintenance cornerstones of our safety culture. and halts are Jernbaneverket’s interface work to competitive tendering. This is On 1 December 2004, Jernbaneverket with the travelling public, and the places to be done in two stages, starting in began using the GSM-R cab-to-shore where much of our reputation is won – a 2005. Parliament’s decision will also radio system on the Nordland, Meråker, fact we must never forget. entail the loss of around 1 000 full-time Rauma, Røros and parts of the Dovre line. At the turn of the year the number of posts on the operational side. This was In 2005, the system will be introduced on employees was reduced by 240 to 3152 contrary to Jernbaneverket’s recom- the Flåm, Gjøvik and Østfold East lines. employees when BaneService became mendations, but now we have to look to Alongside the extension of ATC (auto- a separate limited-liability company in the future. The process will affect many matic train control), GSM-R will improve January 2005. of Jernbaneverket’s employees, each of safety and allow greater flexibility in train I should like to thank all our staff for whose needs we must carefully consider. operations, benefiting the train compa- helping to make 2004 a memorable and We have therefore been working to put nies and Jernbaneverket alike. successful anniversary year for Norwegian in place the necessary support functions, Jernbaneverket is approaching the railways. Many happy returns – the time calling in external expertise where final stages of the largest onshore con- for trains has arrived! required. struction project in Norway, with the Communication is a key word and a new section of line between Sandvika challenge for the entire organisation. We and Asker scheduled to open to traffic in Steinar Killi Steinar Killi, Director General, with a GSM-R telephone. Photo: Øystein Grue 3 What is Jernbaneverket? Jernbaneverket reports to the Ministry of Transport and Communications. The Ministry monitors the activities of Jernbaneverket through regular departmental meetings and periodic reports from Jernbaneverket. Jernbaneverket is responsible for: ■ Scheduling and allocation of train The national rail network, with its sta- ■ Developing and operating a rail paths to train companies tions an terminals, is a vital part of the network that meets the requirements ■ Managing train traffic on the rail infrastructure of society. Development of society and the market in terms of network and operation of the network is there- safety and quality (punctuality, train ■ Studies and planning in the rail sector fore a socioeconomic task, which has to frequency, public information, etc.) be viewed in the same context as other ■ Railway stations and terminals, In addition to the responsibilities listed socioeconomic activities. including public spaces, information above, Jernbaneverket is commissioned Jernbaneverket aims to help the coun- facilities, access, car parks and other by the Ministry of Transport and try achieve its transport policy objectives public facilities necessary for users of Communications to train locomotive and to promote rail as a safe, competitive rail services drivers from 1 January 2005. form of transport, forming part of an inte- ■ Entering into track access agreements grated network. with train companies running services on the national rail network Photo: Rune Fossum 4 Organisational structure The Director General is the chief executive of Jernbaneverket. The Infrastructure Management divided into a total of eight train control Shared Administrative Services provi- is responsible for constructing, operating areas. BaneEnergi operates the transfor- des accounting, payroll and personnel, and maintaining all rail infrastructure, and mer stations, selling on electrical power to archiving and local housekeeping ser- for managing real estate, stations and the train companies. vices to all parts of Jernbaneverket. This terminals. The Infrastructure Management The Directorate comprises the follo- unit reports to the Administrative and comprises three regional units, each with wing departments: International Affairs department. The overall responsibility within its respective Norwegian Railway Museum reports to region. A separate unit is in charge of con- ■ Safety and Management Development the Market Relations and Communication structing new infrastructure. ■ Strategic Planning – planning work department, while the Norwegian relating to new infrastructure Railway School reports to the Safety and The Traffic Management ■ Market Relations and Communication Management Development department. is responsible for operational traffic ■ Management Control – financial con- In preparation for the introduction of management and passenger information trol and accounting competitive tendering, JBV Ressurs, a skills services. The Traffic Management compri- ■ Administrative and International Affairs centre reporting direct to the Director ses three traffic regions, which are sub- – including legal issues General, has been set up. BaneService became a separate limited-liability company in January 2005. Jernbaneverket’s organisational chart at 31 January 2005 5 Safety �� 2004 was one of the best years ever for Norwegian railways in terms of safety. Nevertheless, safety is not something we can take for granted. Safety is something we have to create – and recreate every single day. Safety management Number of fatalities over past 20 years sliding average 1 Transport contributes to society’s wealth creation. The value of rail transport is crea- �� ted in a value chain consisting of infrastructure, traffic management and train operations. The risk of harm to people, �� the environment and rolling stock is the sum of the risk factors from each of these three components and the interaction �� between them and between transport modes. It is this sum of the risk factors in �� the rail system that we must control if we are to create and maintain a railway with acceptable levels of safety. By virtue of � its responsibility for capacity allocation on the network, Jernbaneverket is in a � position to monitor the overall risk at any of fatalities No. �� given time. Jernbaneverket sets out the risk Level crossing users Third parties (exc. level crossing users) Passengers Employees profile for the national rail network by conducting line-by-line risk surveys, supplemented by specific risk analysis train control) comply with this principle countries to introduce the new system. of any modifications that may affect and help increase the

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