Annual Report 2005
Contents
Delivering the railway 3 About Jernbaneverket 6 Who are we? 6 What do we do? 6 How do we operate? 7 Organizational structure 8 Key events in 2005 10 Competitiveness and Socioeconomic Benefit 2 Capacity and utilization of the national rail network 13 Operating parameters of the rail sector 19 Railways and the environment 20 International activities 22 Jernbaneverket’s image 23 Safety, Punctuality and Information 24 Safety 25 Punctuality 29 Productivity and Process Quality 32 Improved productivity 33 Efficient use of capital expenditure 36 Human Resources and Organizational Development 38 Skills development in the rail sector 39 Management development 39 Human aspects of restructuring 40 Management and monitoring systems 41 Personnel and working environment 42 Financial Statement 44 Income Statement 47 Contact details 63
Delivering the railway
2005 was an eventful year in more ways than one. Jernbaneverket completed the project for a new Sandvika–Asker line within the budget of NOK 3.7 billion. Steinar Killi, Director General
Norway and Jernbaneverket led Europe in installing the GSM-R rail communications system. What was more, punctuality in 2005 broke the record set the previous year, proving that the 2004 figures were no fluke but the product of determined efforts by Jernbaneverket and the train operating companies. The result has been continued growth in freight and passenger traffic. Meanwhile, Jernbaneverket can look back on a year of demanding changes on both the operational and the administrative side. I am therefore pleased to report that the restructuring processes were carried out without affecting the product we delivered to our train operating customers and the travelling public.
For Jernbaneverket, it is important to have a reasonably sized in-house production business, so that we have the necessary control over day-to-day maintenance of the rail network. When the newly elected Norwegian Parliament decided last autumn to halt active down sizing and outsourcing of production activities, this gave us an opportunity to examine our own resources and the external contractor market in context, in order to achieve the most productive and effective maintenance arrangements. The upshot is that we shall continue to put projects out to tender where it makes financial sense to do so, while taking care of day-to-day essential maintenance ourselves. It was therefore a cause for concern that the majority of the employees who opted to leave Jernbaneverket with a severance package in 2005 did not move into rail-related activities – which was one of the assumptions under pinning Parliament’s earlier decision in 2004 to contract out the entire production business. In the longer term, this could have created a very difficult situation for the rail industry.
However, the fact that Parliament has called a halt to active reductions in the workforce does not mean that Jernbaneverket is facing reduced demands from our owner – quite the opposite. Our owner has very clear expectations of what we must deliver. We must under- take to make efficient use of our own resources and demonstrate that we are doing so. What this means is that we now have a business model where the owner sets out the requirements but largely lets Jernbaneverket decide which tools to use. This model is commonly described as freedom with responsibility, and we in Jernbaneverket must prove that we can be trusted. I am confident that we can, but, going forward, an ability to think outside the box and a willingness to change will continue to be required.
In 2006, the senior management of Jernbaneverket will reach a decision on the future structure of our operations and maintenance activities. The future organizational structure will be designed to promote good productivity and effective use of skills and resources. Inherent in this will be initiatives to enhance the working environment and the oppor tunities for individual employees to play their part. The ultimate objective, of course, is to provide train operating companies with an even better rail system in terms of safety, punctuality and public information.
The city of Hamar, a long-established railway centre, saw the arrival of new rail-related activity in 2005 when Jernbaneverket relocated its Shared Administrative Services unit. The co-location of these services will ensure greater operational efficiency while creating new public-sector jobs outside of Oslo, as does the decision to locate the GSM-R operations centre in Trondheim. However, we must not overlook the fact that restructuring processes such as the relocation to Hamar also cause difficulties for those affected. I believe never theless that Jernbaneverket deserves credit for its restructuring process and the measures that were put in place to protect the interests of employees.
The new majority in the Norwegian Parliament has given clear signals that it wishes to follow up Parliament’s decision of July 2004, when a majority voted to increase the capital expenditure ceiling in the National Transport Plan by NOK 1 billion annually until 2015. It is crucial that this decision is followed up, given that the current rail infrastructure lacks the capacity to meet the future requirements of growing passenger and freight traffic. The national budget to be presented this autumn will therefore be absolutely critical.
In the meantime, a number of important projects are under way. Jernbaneverket has started construction work in connection with a new freight terminal at Ganddal and a new station at Lysaker. The freight terminal is the first stage in developing a new double-track line between Sandnes and Stavanger, while starting work on the new Lysaker station is pivotal in ensuring that upgrading of the western corridor into Oslo is not delayed. It is also vital that the new station, a key hub for businesses in the Lysaker area, is designed to be user-friendly and meet the expectations of train operators and passengers. A great deal of resources have been devoted to studies of this project, and many stakeholders have been
Hamar station. The Oslo–Eidsvoll main line crosses the Level crossing at Stange station. Photo: Sven Goll Gardermoen airport line. Photo: Sven Goll Photo: Øystein Grue
involved in the consultation process. I am therefore confident that the finished project will meet current regulatory standards and satisfy the underlying intentions. The fact that the scheme has been the subject of debate is, I believe, a positive expression of involvement that we can put to constructive use in our ongoing work on the project.
Jernbaneverket’s safety record is consistently improving. Unfortunately we again failed to avoid accidents at level crossings in 2005, which serves as a reminder that we must, in the years ahead, continue to pursue a program of physical improvements and public education in connection with railway crossings. Meanwhile, improved analysis tools and technology are constantly providing us with new insights into the human and technological factors that can cause accidents. Jernbaneverket has a zero-tolerance policy on accidents – in other words, a contract with rail users that we are not allowed to breach.
We are excited about the prospects for 2006, and I am looking forward to tackling the challenges we face along with our owner, our staff and the train operating companies. We can and must improve, not least in delivering our day-to-day product in terms of station environment, public information and train punctuality. Both Jernbaneverket and the train companies have shown over the past few years that we can deliver results. In autumn 2006, we shall see whether this is rewarded with a change of track in the national budget.
Steinar Killi Director General
About Jernbaneverket
Who are we? meets social and market requirements Jernbaneverket, the Norwegian National in terms of safety and quality (punctual- Rail Administration, reports to the Min- ity, train frequency, public information, istry of Transport and Communications. etc.) Jernbaneverket’s operations are funded • Railway stations and terminals, includ- through annual grant allocations in the ing public spaces, information facilities, national budget. The Ministry monitors access, car parks and other public facili- Jernbaneverket’s activities through ties necessary for users of rail services regular departmental meetings and • Entering into track access agreements periodic reports from Jernbaneverket. with train companies running services The longer-term financial parameters are on the national rail network set by the Norwegian Parliament in the • Allocation of infrastructure capacity National Transport Plan. (train paths) to train operating companies The former Norwegian state railway • Traffic management on the national rail undertaking, NSB, was split with effect network from 1 December 1996 into a train oper- • Studies and planning in the rail sector ating company, NSB BA, and a national • Training railway staff, including locomo- rail administration, Jernbaneverket. tive drivers Jernbaneverket comprises a central Directorate reporting to the Director Jernbaneverket’s product is described in General and two divisions, Infrastructure detail in the Network Statement, avail- Management and Traffic Management, able on Jernbaneverket’s website: each of which has regional units. www.jernbaneverket.no
What do we do? The table below summarizes the scope Jernbaneverket’s mission is to help the of the infrastructure. country achieve its transport policy objectives and to promote rail as a safe, Key figures for the Norwegian rail competitive mode of transport, forming network, 31 December 2005 part of an integrated network. Track gauge 1 435 mm Route kilometres 4 087 km Jernbaneverket owns and operates a Electrified lines 2 528 km complete railway system comprising Continuous welded rail 95 % infrastructure, traffic management and Single track 3 863 km public information. This railway system Double track 224 km is made available to train operating Tunnels 704 companies and their customers. Bridges 2 804 Level crossings 4 111 Jernbaneverket is responsible for: on public roads 382 • Developing, operating and maintaining on private roads 3 729 Norway’s national rail network so that it
How do we operate? The above process model shows Jernbaneverket’s business planning. Jernbaneverket’s core processes and Within the core areas, the management the principal management and support has to set specific targets and ambi- processes. The model illustrates how all tions each year. Benchmarks have been the activities of Jernbaneverket should formulated for each principal objective, interact to ensure we deliver a compre- enabling Jernbaneverket to monitor and hensive transport system. quantify its efforts and results. Reporting and monitoring is to be in accordance with The main requirements and expectations set targets and benchmarks. of our owner, the Ministry of Transport and Communications, and our custom- Jernbaneverket’s business plan for 2006 ers, the train operating companies, were incorporates a new performance and laid down in 2005 when Jernbaneverket target regime for the relationship between focused its principal objectives and Jernbaneverket and the Ministry. Specific strategies on four core areas. See targets have been set for improvements in figure on page eight. These core safety, punctuality (uptime) and informa- areas are intended to ensure balance tion at stations, based on the financial in the requirements and expectations framework agreed by the Norwegian Parlia- applicable to Jernbaneverket’s activities. ment in respect of the National Transport Plan 2006–15. Jernbaneverket has also Core areas and interim targets are assessed the scope for improved produc designed to provide a basis for all tivity in the shape of reduced unit costs.
Core areas
Competitiveness and Socioeconomic Benefit Safety, Punctuality emphasizes the owner’s and and Information the customers’ requirements emphasizes the three principal and expectations of Jernbane features of the product verket – and the outcomes delivered by Jernbaneverket to designed to add value for its customers. customers and society.
Productivity and Process Quality Human Resources and emphasizes the correct use Organizational of resources and quality Development management in internal processes. emphasizes the input factors – people, skills, organiza- tional structure and systems – necessary for Jernbaneverket to perform its tasks.
This Annual Report 2005 is structured around the four core areas and associated interim targets.
Organizational structure – Safety and Management Development, At 31 December 2005, Jernbaneverket including ICT had 2 931 permanent employees, 221 – Strategic Planning, including studies fewer than at the previous year end. The relating to new infrastructure reduction was due to workforce reduc- – Management Control, responsible for tions on the production side. budgeting, business planning, financial control and accounting The Director General – Administrative, Legal and International is the chief executive of Jernbaneverket. Affairs
The Directorate Infrastructure Management with 111 full-time equivalent employees, with 1 869 full-time equivalent em comprises the following departments: ployees, is responsible for constructing, operating and maintaining all rail infra- – Market and Communication, including structure, and for managing real estate, allocation of infrastructure capacity to stations and terminals. The division train operating companies. comprises three regional units, each with overall responsibility within its respec- tive region. A separate unit is in charge of constructing new infrastructure.
Organisational chart at 31 Desember 2005
Traffic Management The Norwegian Railway School with 729 full-time equivalent employees, with eight full-time equivalent employees is responsible for operational traffic based at Grorud in Oslo, is a training management and passenger information centre for the rail sector responsible services. The division comprises three for training locomotive drivers and rail traffic regions, which are subdivided safety training. The school reports to the into a total of eight train control areas. Safety and Management Development BaneEnergi operates the transformer department. stations, selling on electrical power to the train operating companies. The Norwegian Railway Museum with 19 full-time equivalent employees Shared Administrative Services based in Hamar, is responsible for with 120 full-time equivalent employees, documenting and presenting Norwegian provides administrative support func- railway history, reporting to the Market tions to all parts of Jernbaneverket. and Communication department. 55 of the FTE employees are based in Hamar, with the remaining 65 distrib- uted between Oslo/Drammen, Bergen and Trondheim. The unit reports to the Administrative, Legal and International Affairs department.
Key events in 2005
15 February All production staff receive notice of 30 April possible redundancy NSB’s punctuality in between 2005 and April 2004 was third best 12 June 2009 as a result Jernbaneverket saves in Europe. In the Overnight trains of the Norwegian time and money by using first four months between Oslo and Parliament’s decision a helicopter to install of 2005, the Malmö/Stockholm 18 January to open up Jernbane overhead line equipment punctuality rate make a comeback Official opening of verket’s production on the Ofoten line. increased further after an absence of Norwegian Railway School. activities to competi- Photo: Carl Næsje, to 92.9% for pas- several years. Photo: Øystein Grue tive tendering. Fremover senger services. Photo: Njål Svingheim
January February April June
May
February 23 April Eastern Norway: 40 special trains Punctuality transported target of 90% of 11 000 competitors trains arriving at to Skarverennet, destination on the world’s biggest time achieved on cross-country ski Østfold, Vestfold, race, without any 19 January Dovre, Gjøvik and problems. 30 May Torild Skogsholm, Drammen lines. The Ministry of Trans- Minister of Transport, port and Communica- launches the railway’s tions announces that new digital communi- NSB Anbud AS has cations system won the contract to (GSM-R) at Marien- operate passenger borg operations services on the Gjøvik centre in Trondheim. line for 10 years from Photo: Ned Alle June 2006. Photo: Øystein Grue
10
28 October 1 August Ground-breaking The new double track ceremony for the between Sandvika and transport inter- Asker enters service. change at Strømmen. 1 November The photo shows Torgeir Jernbaneverket is Jernbaneverkets Døvre, driver of Jernbane contributing NOK service guarantee verket’s track recording 24 October 28m to this joint is expanded to train, releasing the points Open house at the project with Statens include good prior to the first test run Norwegian Railway vegvesen (the information and on the new line. School’s refurbished Public Roads clean and tidy Photo: Njål Svingheim premises. Administration). stations.
August October
November December
30 June 13 December Train punctuality Opening of a new reaches a record children’s nursery, high in the first built by Jernbane six months of the verket to replace year. an older building Punctuality demolished to target of 90% of make way for the trains arriving at 27 August 27 October 1 November Lysaker double- destination on Torild Skogsholm, Steinar Killi, Director The GSM-R mobile track bypass. time achieved on Minister of General, sends a letter communications long-distance, Transport, of- to 1 136 employees system comes into regional and ficially opens in Jernbaneverket’s use on the northern suburban services. the new double production business part of the Gjøvik track between revoking the notice line and the eastern Sandvika and Asker of redundancy. The Østfold line. 45% of – Norway’s biggest Ministry sets out the Norwegian rail onshore construc- requirements for network now has full tion project. Jernbaneverket to radio coverage on the Photo: Olav Nordli operate efficiently and track and in tunnels. manage its resources Photo: Njål Svingheim effectively. Photo: Njål Svingheim
11 Competitiveness and Socioeconomic Benefit emphasizes the owner’s and the customers’ requirements and expectations of Jernbaneverket – and the outcomes designed to add value for customers and society.
12 Competitiveness and Socioeconomic Benefit
Jernbaneverket has the following objectives in this core area:
• To create the conditions for more rail Capacity and utilization of the freight traffic national rail network • To help local and regional passenger All Jernbaneverket’s activities relating to services win increased market share infrastructure operations, maintenance • To ensure capacity is efficiently utilized and investment are undertaken with a • To be an impartial and efficient view to maintaining quality or enhancing infrastructure manager and capacity track capacity. The track capacity of a line allocator section is an expression of the number • To improve Jernbaneverket’s image of trains that can pass through in each direction over a period of one hour or The first four of these objectives 24 hours. relate directly to Jernbaneverket’s core product: a transport system comprising Along with high infrastructure availability infrastructure capacity (space on the rail (high uptime on the technical systems), network that can be used for running track capacity is crucial to rail’s ability to trains) and traffic management. compete in the transport market.
Increasing rail freight traffic and the The International Union of Railways (UIC) market share of local and regional issues recommendations on how capa passenger services is conditional on city should be calculated, and how much Jernbaneverket having spare capacity, capacity should be utilized. Excessive or capacity being increased where utilization may have adverse effects on insufficient, or existing capacity being punctuality and running speeds. How- utilized more efficiently. ever, on some parts of the Norwegian rail network, demand for capacity is so The quantity and quality of track capacity high that utilization is far in excess of UIC determines the network’s ability not recommendations. only to handle current traffic but also to accommodate traffic increases.
A number of businesses consider- ing starting up rail operations were in contact with Jernbaneverket during the year. Jernbaneverket also pro- vided advice to freight shippers and forwarders. A train passes a tailback of traffic leaving Oslo on the E18 highway at Lysaker. Photo: Øystein Grue.
13 Freight traffic An example of growth The difference between theoretical and Jernbaneverket is finding that com- – and how high capacity utilization actual running times, as shown in the petition in rail freight is making train can affect running speeds graph below, illustrates the time losses operating companies more innova- The Oslo–Drammen line is the Nor- that occur as a result of high track capa tive, and allocated track capacity is wegian railway that has seen the most city utilization. being better utilized. Jernbaneverket growth. It opened in 1872 as a narrow- regularly receives proposals for new gauge, single-track line with four steam Can the national rail network measures – often with extensive trains a day. Today, the Drammen line accommodate more traffic? socioeconomic benefits – designed to is a standard-gauge, double-track line The two maps on pages 16 and 17 both increase track capacity, and hence the (the benefits of the four-track section show how many trains there is capacity profitability of train companies and between Asker and Sandvika will not be for on various parts of the national rail rail’s ability to compete. A number of seen until 2006), electrically operated network in each 24-hour period. The first such measures were implemented in and 11 kilometres shorter than when it map shows how much of this capacity 2005. opened. The number of trains running is actually utilized in the course of a day. on the line 133 years after its opening The map identified four line sections as The number of train operating has increased almost a hundredfold. In overloaded: companies was unchanged from 2005, 359 scheduled trains operated over 2004. Freight operators expanded the line each day, not counting special – Drammen line, Asker–Lysaker their activities in 2005. In the course trains, empty stock and light locomo- Jernbaneverket is increasing capacity of the year, newly established train tives. The diagram shows an increase by expanding the Asker–Lysaker section operating companies primarily in running times coinciding with the from two to four tracks. The Asker–Sand- focused on conventional trainload doubling of the number of trains on the vika part opened in 2005. freight, including timber and paper. line between 1980 and 1998.
Passenger services Within Norway, NSB AS, NSB Anbud Drammen line (Oslo–Drammen) AS (from 2006) and Flytoget AS have a monopoly on passenger services, Running time No. of trains
- a a 02:24 ) 400 ts ka ka ve km
which are not open to competition. km 02:09 erøya ice star to 41 41 to t Express
ralstasjon 350 rv re opening re V–Sandvi km V–Brakerøy Line opened se fo (total 42
01:55 Sent estbanestasjon V gauge operation gauge km tion to Drammen to tion 300 of Lieråsen tunnel Last year of narrow of year Last tended to Brak to tended change at Brakerøy 01:40 ack Oslo Oslo to Oslo Oslo to tion Oslo New express train 1947 Last year of locomoti of year Last tric trac ur tracks Asker–Sandvi
Last year be year Last 250 ack ex ack 01:26 ack Billingstad–Asker 1955 Fo Timetable change Jan 2006 Last year of full operation at operation full of year Last Elec tended by 1 1 by tended tric trac Double tr er–Gardermoen Airpor
Express trains = Passenger trains serving 01:12 Elec 200 Ask Double tr Double tr the two stations at each end of the line ex Line 00:57
but calling at none or few of the inter- 53 from reduced length Line 150 mediate stations. 00:43 Stopping trains = Passenger trains 100
00:28 serving the two stations at each end 50 of the line and calling at intermediate 00:14 stations. 00:00 0 Total number of trains on line = Sum
of all express and stopping trains plus y 1930 y 1972 g 2005 b 1920 Jul 1929 Jan 1957 Jun 1973 Jun 1980 Oct 1872 Fe Nov 1922 Au Ma Ma all other freight and passenger trains Sept 1979 Sept 1998 serving only part of the route. For the Running time of stopping trains Oslo–Drammen line, this figure includes all Airport Express trains running Running time of express trains (long-distance) between Oslo and Asker. Total number of trains on line Theoretical running time of express/ Number of stopping trains stopping trains = Time trains would have taken if they had been able to run Number of express trains at line speed. Theoretical running time in 2005 of express trains with no intermediate stops
14 Construction work at Asker station, summer The old and new double tracks side by side at Passengers at Drammen station. 2005. Photo: Olaf Bjerknes Solstad, Asker. Photo: Øystein Grue Photo: Rune Fossum
– Bergen line, Bergen–Arna more freight trains. However, on current Train operating companies on the Jernbaneverket plans to increase capa trends, the number of daytime freight national rail network city by constructing a double-track line trains is increasing. In 2005, the following train companies in tunnel under Mount Ulriken. held licences to operate on all or part of The map on page 17 shows capacity utili- Norway’s national rail network: – Sørland line, Stavanger–Nærbø zation at peak times, i.e. the times of day Jernbaneverket plans to increase capa when the most trains operate. The differ- F = freight city by constructing a double-track line ence between the two maps is evident, P = passenger services on the Stavanger–Sandnes section. A with the four overloaded sections being M = museums and preservation freight terminal is being built south joined by: societies (passenger) of Ganddal. When this is complete, freight trains will no longer run between – Nordland line, Bodø–Dunderland and • CargoNet AS G Stavanger and Sandnes, relieving the Hell–Trondheim • Connex Tog AS P pressure on this section. – Røros line, Røros–Hamar • Flytoget AS P – Gjøvik line, Grefsen–Roa • GM-gruppen M – Dovre line, Trondheim–Heimdal – Østfold line, Oslo S–Ski • GreenCargo AB G Jernbaneverket has conducted several • Hector Rail AB G studies covering the entire section from Of the sections listed above, extensive • Malmtrafikk AS G Marienborg in the south to Leangen planning work has taken place on the • NSB AS P in the north, in order to identify which Østfold line, which it is proposed to • Ofotbanen AS G/P measures would be most effective in expand from two to four tracks between • Tågåkeriet i Bergslagen G increasing capacity. The process is not Oslo S and Ski. On the other sections, • Valdresbanen AS M yet complete. smaller-scale capacity enhancements are proposed, including a number of new or Some of these train companies are Fluctuating capacity utilization extended passing loops licensed to operate only on specific throughout the day parts of the network. For a summary, The railway’s traffic load is unevenly The two maps show free capacity on please see the website of the Norwegian distributed throughout the day. In most of the rail network – if trains can be Railway Inspectorate: simplified terms, there is a peak during run outside peak times. The quality of the morning and evening rush hours, the free capacity varies somewhat. www.sjt.no similar to the situation on the roads. At night there are few passenger trains but
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ø t Hjuksebø e Sarpsborg Sannidal Skien GEidøatnegebrorgn Fredrikstad Halden Hjuksebø Horten Moss Sarpsborg Simonstad Eidanger Skien MGøaltmebøorg Fredrikstad Halden Nordagutu Horten Moss Stavanger Kornsjø Skien Sarpsborg Simonstad Neslandsvatn BKrevøikbLeanrvhikavn Nordagutu Egersund Nelaug Stavanger Malmø Kornsjø Fredrikstad Sira Neslandsvatn SannBidraelvik Larvik Skien Egersund Nelaug København Arendal Sannidal Gøteborg FredrikSsartpasbdorg Sira Simonstad MGøatlmebøorg Eidanger Arendal Simonstad Skien Sarpsborg Halden Egersund Nelaug KMøablmenøhavn Eidanger Fredrikstad Sira Skien Halden Kristiansand Egersund Nelaug København Fredrikstad Sira Arendal Eidanger Halden Kristiansand Arendal Brevik Eidanger Larvik Halden Kristiansand Brevik Kristiansand Brevik Larvik Brevik Larvik Larvik Passing loop intervals and length Terminal capacity – the principal capacity parameter Trains need not only to run but also to be The Norwegian rail network consists loaded and unloaded. In railway termi- mainly of single-track lines where the nology, passenger terminals are known same track is used by trains in both as stations and halts. Freight trains are directions. On a single-track rail network, loaded and unloaded at freight terminals running time between passing loops of various kinds. determines how many trains there is ca- pacity for. However, capacity calculations Like the national rail network, terminals do not take account of the length of the have a quantifiable capacity, which – like passing loops, which is the key para- network capacity – can be stretched. This meter determining the length of trains creates space for more trains but makes that can be operated. This matters to rail the terminal operate less efficiently. freight operating companies, who gene- rally wish to run trains of the maximum For freight traffic, lack of terminal capa length their locomotives are capable of city is a greater obstacle to growth than hauling. Free capacity for operating long lack of network capacity. For this reason, freight trains is currently limited. Jernbaneverket is pursuing capacity enhancements at a number of freight terminals, including Alnabru (Oslo) and Ganddal (near Stavanger).
Length of passing loops by line (single-track lines only)
0% 20% 40% 60% 80% 100% OFOTEN LINE (Narvik - Riksgrensen) [41.94 km] 6 loops NORDLAND LINE (Trondheim - Bodø) [728.75 km] 49 loops DOVRE LINE (Trondheim - Eidsvoll) [489.33 km] 56 loops MAIN LINE (Lillestrøm - Eidsvoll) [46.91 km] 10 loops ØSTFOLD LINE (Sandbukta - Såstad and Haug-Kornsjø) [105.05 km] 15 loops ØSTFOLD LINE, East (Ski - Sarpsborg) [78.96 km] 7 loops GJØVIK LINE (Grefsen - Gjøvik) [117.01 km] 17 loops BERGEN LINE (Roa - Bergen) [413.51 km] 35 loops RANDSFJORD LINE (Hokksund - Hønefoss) [54.0 km] 7 loops SØRLAND LINE (Drammen -Stavanger) [545.84 km] 58 loops MERÅKER LINE (Hell - Riksgrensen) [74.43 km] 2 loops RØROS LINE (Støren - Hamar) [384.11 km] 16 loops SOLØR LINE (Kongsvinger - Elverum) [94.32 km] 3 loops KONGSVINGER LINE (Lillestrøm - Riksgrensen) [115.32 km] 17 loops RAUMA LINE (Dombås - Åndalsnes) [114.24 km] 4 loops VESTFOLD LINE (Drammen - Kobbervik and Holm - Nordagutu) [170.22 km] 15 loops FLÅM LINE (Myrdal - Flåm) [20.2 km] 2 loops SPIKKESTAD LINE (Asker - Spikkestad) [13.68 km] 2 loops NAMSOS LINE (Grong - Namsos) [50.6 km] 2 loops BRATSBERG LINE (Hjuksebø - Tinnoset) [38.88 km] 3 loops ARENDAL LINE (Nelaug - Arendal) [36.22 km]1 loop VALDRES LINE (Eina - Dokka) [47.02 km] 2 loops HORTEN LINE (Skoppum - Horten) [6.97 km] 1 loop BREVIK LINE (Eidanger - Brevik) [10.02 km] 1 loop KRAGERØ LINE (Neslandsvatn - Sannidal) [18.24 km] 1 loop NUMEDAL LINE (Kongsberg - Rollag) [47.8 km] 2 loops
<=300 m 301-400 m 401-500 m 501-600 m 601-700 m >= 701m
18
loops Operating parameters for rail operations may have implications of the rail sector for rail’s ability to compete. A distinctive feature of the rail sector is the New train operating companies are far greater number of technical interfaces now demanding terminal capacity and than in other transport modes. Histori- access to facilities directly or indirectly cally, development of the railways was owned or managed by NSB AS and its controlled by national governments, and subsidiaries, in order that they can load consequently each country ended up with and unload their own trains. In spring its own national standards. This is different 2005, the Ministry of Transport and from the aviation sector, for example, Communications set up a working which has been governed by international group with representatives from arrangements from the outset. Jernbaneverket and NSB AS to look into these issues. At year end, the group had This absence of international control has yet to complete its work. resulted in the railways possessing an innumerable variety of solutions, which Urban redevelopment presents a further individually and in combination under- challenge to rail’s future competitive mine rail’s ability to compete. Since 1991, position, since the desire to acquire rail the European Union (EU) has been driv- sites in prime locations often conflicts ing a long and costly process intended with the needs of the rail industry. to achieve interoperability within the rail sector in Europe. The first international Legal parameters legal requirements were implemented Norwegian rail legislation currently in the early 1990s. The first international comprises an ever increasing number of technical requirement with implications regulations laid down by the EU with a for Norway is the GSM-R communica- view to enhancing rail’s competitiveness, tions system, currently being installed on coupled with specific national require- the national rail network. ments. At national level, Jernbaneverket seeks to promote improvements in rail’s Changing rail’s technical parameters competitive position when responding to is often costly and time-consuming, consultation exercises on new legislation. especially since the nature of rail systems is such that gradual modifications Loading gauge may be difficult or impossible. Over The loading gauge for each line indicates time, new, internationally harmonized the maximum permissible height and operating parameters will result in a less width of loaded or unloaded rolling cost-intensive rail sector. The removal stock on that line. of specific national requirements will, in time, lead to a more globalized market Jernbaneverket regularly receives for suppliers, with more series produc- requests to operate vehicles or loads tion and larger production runs of every that exceed the standard loading gauge. thing from individual components to Often, only minor and relatively inexpen- locomotives and rolling stock. In relative sive measures are needed to clear long terms, a small railway nation like Norway sections for larger vehicles and loads, so stands to gain more from being able to loading gauge expansion is the cheapest purchase “off-the-shelf” solutions rather and fastest way of increasing rail’s trans- than continuing with costly “tailor port capacity. -made” production of small batches. Network Statement Economic parameters – Jernbaneverket’s product description The ownership of freight terminals, pas- Jernbaneverket’s Network Statement senger stations and downtown sites used contains information on the type of
19 infrastructure available to companies As well as helping to improve the wishing to run train services on the na- environment by increasing rail’s market tional network, the terms and conditions share, Jernbaneverket is working system- of access, charging principles and rates, atically to improve its own environmen- planned changes to track charges, and tal profile. the principles and criteria for capacity allocation. Biodiesel The transport sector emits large quanti- The Network Statement is available ties of greenhouse gases and erodes the online at www.jernbaneverket.no world’s stocks of fossil fuels. Achieving a sustainable transport system requires All European rail administrations publish a reduction in fossil fuel consumption. their own Network Statement annually. Rail is the least energy-intensive mode The period of validity is the same across of transport. Most Norwegian trains are national borders, as is the structure of electrically powered, but some pas- the product description. senger units and freight locomotives and most track maintenance machines Railways and the environment have diesel engines. In 2005, a project Compared with other modes of trans- to investigate the potential for using port, rail is environmentally friendly. The biodiesel on Norwegian railways got biggest contribution that the rail sector under way. can make to the environment is there- fore to increase both its market share in Energy efficiency relative terms and its transport volumes Jernbaneverket has pursued an energy in absolute terms. In a free market, rail’s efficiency program since 2003, achieving market share will increase if customers annual cost savings of NOK 16.5m. We perceive the rail offering as better than are now pushing ahead with an energy the alternatives. efficiency project covering the period from 2006 to 2008.
Reduction in toxic and environmentally Reduction in CO2 greenhouse gas hazardous emissions emissions following freight transfers from road to rail 1)
Kg Tons CO2 The transfer of freight 100 000 20 000 from road to rail has major 90 000 environmental and safety 18 000 benefits. On the Bergen line, 80 000 16 000 expansion of the loading gauge in 2003 led to growth 70 000 14 000 in freight traffic, which 60 000 12 000 continued in 2004–05. The graphs show the reduc- 50 000 10 000
tion in emissions of CO2, SO2 40 000 8 000 and NOx as a result of freight transfers from road to rail. 30 000 6 000
20 000 4 000
10 000 2 000
0 0 SO2 NOX Particles
2003 2004 2005 2003 2004 2005
1) On the basis of a 22% increase in freight traffic on the Bergen line in 2004–05, equivalent to 6 000 trucks.
20 Goats at work for Jernbaneverket in summer 2005 – as effective as herbicides. Illustration: Ola Bersvein Klåpbakken
21 Vegetation control and that benefits the rail sector. Although animal collisions harmonization is primarily motivated by A combination of measures over the international traffic, it will also have bene past two years has resulted in the lowest fits for domestic traffic, since both share number of collisions between trains the same tracks. Jernbaneverket is work- and animals since 1998. In 2005, 1 279 ing with fellow infrastructure managers animals were hit by trains, a reduction of to simplify and streamline cross-border more than 30% on the record number of traffic. In the Nordic countries, a joint collisions in 2003. project is under way to develop a single Nordic supplier market for infrastructure Vegetation along the lineside needs operation and maintenance. to be kept under control. In 2005, Jernbaneverket experimented with us- In 2005, Jernbaneverket assisted the ing cashmere goats to graze on lineside Ministry of Transport and Communi- vegetation. The initial results after one cations in its dealings with the EFTA year are promising, but this method is not Surveillance Authority (ESA) concern- suitable for use in all trackside locations. ing implementation of the First Railway Package in Norway. The outcome of this Visual environment process also had implications for the In November 2005, Jernbaneverket’s ongoing implementation of the Second service guarantee to passengers was Railway Package. expanded to include a right to clean and tidy stations in addition to good informa- Jernbaneverket’s international activities tion. The service guarantee is displayed take place on various fronts, through a at stations, and internal procedures are number of organizations: in place to handle any complaints. Rail Net Europe (RNE) Noise is based in Vienna, Austria, and is a forum Noise is the main form of environmental for practical cooperation between all pollution suffered by people living and European rail infrastructure managers. working beside the railway. By the end of RNE is now in charge of allocating infra- 2005, Jernbaneverket had complied with structure capacity for all international the statutory requirements concerning passenger and freight services. RNE is maximum indoor noise levels in homes represented in all European countries close to the railway. During the year, with a rail network through a “One Stop Jernbaneverket took part in a direc- Shop” (OSS) associated with each coun- torate-level working group reviewing try’s infrastructure manager. national noise-abatement targets and the statutory requirements. Since 2005, train operating companies wishing to run cross-border services Details of Jernbaneverket’s environmen- can approach a single OSS to request tal policies and the status of environ- capacity for the entire route. The OSS will mental programs can be found in the assist the train operating companies in Environmental Report for 2005, available drawing up a complete schedule for the online (in Norwegian) at whole route. www.jernbaneverket.no under “Miljørapport 2005”. Website: www.railneteurope.com
International activities European Rail Infrastructure A key objective of Jernbaneverket’s Managers (EIM) international activities is to influence the EIM’s principal tasks fall into two main EU’s harmonization process in a direction areas:
22 A timber train can carry as much as 20 The new railway bridges over the Sandvikselva river The new pedestrian tunnel at articulated trucks. Photo: Sven Goll in downtown Sandvika. Photo: Rune Fossum Asker station, decorated by Sven Pålsson and Erik Wøllo. Photo: Anne Siri Haugen
– Lobbying of the EU’s legislative bodies. tion’s work has been on technical and To promote its members’ views on research-related issues. Experts from developments in European transport Jernbaneverket are involved in various policy, EIM issues position papers and expert and project working groups. press statements. The organization works to influence the European Commission Website: www.uic.asso.fr and the Transport Committee of the European Parliament. The main issues in Nordic Infrastructure Managers (NIM) 2005 included the Third Railway Pack- comprises the national rail infrastruc- age, the Eurovignette directive and the ture managers of Norway, Sweden planned revision of the EU’s White Paper and Finland. On the technical side, the on transport policy. The work of EIM is Nordic infrastructure managers have a especially important because Jernbanev- very active working relationship, and a erket thereby has the opportunity to play number of working groups and projects a part in influencing EU legislation at an are under way. early stage. EIM is an organization where Jernbaneverket has voting rights on the Together with the other members of NIM same terms as other members and hence and the national roads administrations a real possibility of influence. of the Nordic countries, Jernbaneverket is involved in the Single Nordic Infra- – Participation in EU efforts to harmo- structure Market project set up by the nize technical standards. EIM is one Nordic Council of Ministers. This project of the organizations that have been is intended to promote greater coopera- granted the right to nominate experts tion and a longer-term approach in the to the European Railway Agency (ERA). Nordic infrastructure sector for both Experts from Jernbaneverket are heavily road and rail. involved in preparatory work through EIM’s “shadow” working groups, and a Jernbaneverket’s image number of them have also been chosen Jernbaneverket has formulated a to serve on ERA’s working groups. strategy for image building, which is to be implemented during the first six Website: www.eimrail.org months of 2006. The market research company MMI’s annual corporate image The International Union of survey will provide a basis for measuring Railways (UIC) the organization’s public standing. has its headquarters in Paris, France. In recent years, the focus of the organiza-
23 Safety, Punctuality and Information emphasizes the three principal features of the product delivered by Jernbaneverket to its customers.
24 Safety, Punctuality and Information
Jernbaneverket has the following objectives in this core area:
• To maintain existing safety standards Small and large-scale risk assessments for rail transport and ensure that any of technical systems, human–machine changes represent an improvement interfaces and organizational changes, • To ensure that all trains are able to keep coupled with the line-by-line surveys, to the timetable provide control and an overview of the • To ensure that traffic information is risk profile. readily available and correct In the light of analysis findings and past Safety events, Jernbaneverket is focusing par- 2005 was one of the best years ever for ticularly on preventing major accidents Norwegian railways in terms of safety. and on reducing the scope for collisions Nevertheless, safety is not something we at level crossings and along the line. can take for granted. Safety is something we have to create – and recreate every From manual to automated single day. traffic control Jernbaneverket works on the single- Transport contributes to society’s wealth failure principle, which means that no creation. The value of rail transport is cre- one failure on its own should be enough ated in a value chain consisting of infra- to cause an accident. Interlockings and structure, traffic management and train technical barriers such as automatic train operations. The risk of harm to people, control (ATC) comply with this principle the environment and rolling stock is the and help increase the safety of the rail sum of the risk factors from each of these network. ATC is a technological system three components and the interaction for transmitting signalling instructions between them and between transport from the signal to the train. If the train modes. It is important to control this sum accidentally passes a stop signal, the of the risk factors in the rail system if we brakes are automatically applied. ATC are to create and maintain a railway with provides an additional safety barrier and acceptable levels of safety. By virtue of makes train operations less dependent its responsibility for capacity allocation on human factors. on the network, Jernbaneverket is in a position to monitor the overall risk on an Coinciding with the opening of the new ongoing basis. line between Sandvika and Asker in 2005, centralized traffic control (CTC) Jernbaneverket sets out the risk profile was introduced at Asker station. for the national rail network by conduct- ing line-by-line risk surveys, supplement- Planning and installation of new inter- ed by specific risk analysis of any modi- lockings and CTC on the Nordland line Photo: Scanpix fications that may affect network safety. continued throughout 2005. The aim
25 is to bring CTC into operation on the lines that previously lacked an emergen- Grong–Mosjøen section by the begin- cy communication system. By the end of ning of 2007 and all the way to Bodø in 2005, GSM-R was in use for emergency 2008. communication on the Ofoten, Nord- land, Meråker, Røros, Rauma, Flåm and GSM-R – communications Østfold East lines, and on parts of the system for rail Dovre line (Dombås–Trondheim) and the In December 2004, Jernbaneverket Gjøvik line (Roa–Gjøvik). The introduc- introduced GSM for Rail (GSM-R) as an tion of GSM-R as a train radio system in emergency communication system on Norway is scheduled for completion in 40% of the Norwegian rail network. 2007, replacing the present Scanet train GSM-R is a Europe-wide standard for rail- radio. way communications, and 11 European countries are in the process of installing Tunnel safety the system. The Norwegian rail network has more than 700 tunnels, 48 of which are over GSM-R is based on the GSM standard 1 000 metres in length. In the 150-year for mobile telephony, but additionally history of the railways, there have been meets a range of requirements on safety no major tunnel accidents in Norway. and accessibility that are specific to Jernbaneverket is improving tunnel rail operations. GSM-R features include safety through a variety of measures in emergency calling, call prioritization, fast the longest tunnels, the aim being to connection and group calling. provide better chances of escape and rescue. In 2005, the Kvineshei tunnel on The principal function of GSM-R is secure the Sørland line, Gravhalsen and Kvåls communication between train driver and åsen on the Bergen line, and the Skien controller. Controllers can quickly con- tunnel were equipped with emergency tact the correct train at all times. GSM-R lighting and signage. also brings efficiency savings to rail operations in Norway, replacing both the Level crossings old analogue radio systems and standard Level crossings have traditionally pre- GSM phones among railway staff. sented one of the largest risk factors as- sociated with the rail network in Norway, GSM-R provides full radio coverage along so this has long been a priority area. railway lines and in all rail tunnels. The first priority for installation was those In addition to general operational and
Level crossing accidents 1957–2005
50
45
40
35 No. of accidents 30 No. of fatalities 25
20
15
10
5
0 1955 1965 1975 1985 1995 2005
26 maintenance work, Jernbaneverket involvement of specialist staff in carrying made around 254 major and minor out safety reviews. This will not only safety improvements at level crossings ensure that safety increasingly becomes in 2005. A total of 136 crossings were an integral factor in all decision making, eliminated during the year. but also result in greater understanding and better analysis. As well as eliminating crossings with the highest accident risk, Jernbaneverket is In January 2005, the Norwegian Railway committed to devising and implement- School was officially opened by the ing a range of measures to improve Minister of Transport and Communica- safety at level crossings, including: tions. The school is an officially recog- • Improving visibility and road geometry nized vocational training centre for • Working with the Directorate of Public locomotive drivers and other railway Roads to improve road signage personnel. The first intake of student • Fencing, locking and temporary closure drivers underwent training in 2005 and • Telephone arrangements for lightly took their final examinations in January trafficked crossings (trial scheme) 2006. The first course for controllers and • Installing simple warning lights and dispatchers started in autumn 2005, and related signs at farm crossings a number of courses on signalling and • Measures to reduce high-risk traffic safety were also held. The school seeks over level crossings, for instance by to foster a shared understanding, shared downgrading the crossing to pedes- concepts and improved knowledge of the trian-only use various specialisms within the rail system, • Producing an information film about with the aim of ensuring that railway level crossings targeted at learner expertise is maintained and developed. drivers and others Rail safety Safety culture Rail ranks among the safest forms of The three-way split between infrastruc- transport, and the safety trend over ture, traffic management and train the past 20 years has been positive. In operating companies, resulting in the 2005, three people died in accidents on presence of a larger number of play- the Norwegian rail network, the same ers within the rail system, requires a number as in 2004. No passengers were safety management system based on killed in 2005. One Jernbaneverket understanding and expertise. Risk-based employee died after being hit by a train safety management centres on greater while working on the track.
Average number of fatalities over past 20 years
35
30
25 Level crossings
20 Third parties Passengers 15 Employees
10
5
0 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05
27 Safety on the rail network
Vassijaure Narvik Vassijaure Kiruna Narvik VassLiujaleuåre Kiruna Narvik Stockholm VassLiujaleuåre SKtiroucnkaholm Narvik Luleå SKtiroucnkaholm Sikkerhet langs jernbanen Luleå Sikkerhet langs jernbanen Stockholm SikkerhSeLinesttrelak nwithignsg CTCmjeer ndandbfjae ATCrnnesntyring* og ATC** SikkerhSettrelaknignsg mjeerndbfjaernnesntyring* og ATC** Lines without CTC and ATC Bodø Strekning mutedn fjjernstyring*ooggAATTCC** Fauske Bodø Strekning mutedn fjjernstyring*ooggAATTCC** Fauske Bodø Strekning uten fjernstyring og ATC Fauske Bodø Strekning uten fjernstyring og ATC Fauske
Mo i Rana Mo i Rana Mo i Rana Mosjøen Mo i Rana Mosjøen Mosjøen Mosjøen
Vassijaure Vassijaure Vassijaure Vassijaure Narvik Narvik KNiraurnvaik VassKijiarunrea Narvik VassLKiujailrueurånea LNulaeråvik VassLKijuairluuernåea SNtoacrvkihkolm VassSLKijtuaiorluucernkåehaolm VassKSijaitrouucrnekaholm Namsos Narvik SLutolecåkholm Narvik VassLKijuairluuernåea Grong KSitroucnkaholm Namsos Narvik SLutolecåkholm Grong Narvik LKuirluenåa KSitroucnkaholm Namsos SLutolecåkholm Grong SLutolecåkholm Namsos Stockholm Grong SLinestrek withnin gGSM-Rmed GSM-R Steinkjer StrekninSgtrmekendinGgSmM-eRd GSM-R SLinestrek withnin gtrainm eradiod G (Scanet)SM-R Steinkjer StrekninSgttmrreeekkdnnitniongggrmamedediodt(oSGgcrSaMdnie-oRt)(Scanet) Bodø Bodø StrekknniinnggmmeeddtoGgSraMd-ioR(Scanet) Bodø Fauske Steinkjer Strekning med togradio (Scanet) FaBuosdkøe Fauske m SLinestrek withoutning m GSM-Red G orS Mtrain-R radio ei StrekninSgttrruetkkennniiinnGggSmumMete-dRndtoeGglSlreaMrd-tiRog(eSrlalcedarinoteotg) radio Bodø Fauske dh StrekknniinnggmuetedntoGgSraMd-ioR(eSlclearnteot)gradio Bodø Fauske on m Steinkjer Strekning med GSM-R r ei Storlien StrekknniinnggmuetedntoGgSraMd-ioR(eSlclearnteot)gradio Bodø Fauske T h GSStMre-Rkn=iGnlgobumatleSdnysGteSmMfo--Rr Meolbleiler Ctoogmrmaudnioication for Rail nd Østersund GSM-R = GSlotrbeakl nSiynsgtemefodr tMoogbrialedCioom(Smcuanniceat)tion for Rail Bodø Fauske o m GSM-R = Global System for Mobile Communication for Rail Tr Hei ll Storlien StrekknniinnggmuetedntoGgSraMd-ioR(eSlclearnteot)gradio Bodø Fauske he Sundsvall GSStrMe-kRn=inGglobuatleSnysGteSmMfo-Rr Meolbleilre tCoogmrmadunioication for Rail nd Østersund GSStrMe-kRn=inGglombaeldSytosgtermadfoior M(SocbaileneCto)mmunication for Rail Bodø Fauske o m Strekning uten GSM-R eller togradio Tr Hei ll Storlien Stockholm Fauske he Sundsvall GSStrMe-kRn=inGglobuatleSnysGteSmMfo-Rr Meolbleilre tCoogmrmadunioication for Rail nd Østersund GSM-R = Global System for Mobile Communication for Rail Støren ro Stockholm Strekning uten GSM-R eller togradio T Hell Storlien Sundsvall GSM-R = Global System for Mobile Communication for Rail Støren SØtsotcekrshuonlmd GSM-R = Global System for Mobile Communication for Rail Hell Sundsvall GSM-R = Global System for Mobile Communication for Rail Støren Stockholm Mo i Rana Mo i Rana Oppdal Støren Mo i Rana Mo i Rana Åndalsnes Oppdal Mo i Rana Mo i Rana Åndalsnes Røros Oppdal Mo i Rana Røros Mosjøen Mosjøen Mo i Rana Åndalsnes Mosjøen Mo i Rana Oppdal Mosjøen Mo i Rana Åndalsnes Røros Mosjøen Mosjøen Røros Mosjøen Mosjøen Dombås Mosjøen Mosjøen Dombås Otta Koppang Dombås Otta Koppang Dombås Otta Koppang Otta Koppang Lillehammer Lillehammer Namsos Namsos Dokka Elverum Namsos Grong Flåm Gjøvik GronNgamsos Grong Dokka Lillehammer Elverum Voss Flåm Gol Namsos Grong Gjøvik Hamar Namsos Grong Voss Myrdal Gol Dokka Lillehammer Elverum Namsos Grong Palmafoss Flåm Eina Hamar Gjøvik n Namsos Grong e Voss Myrdal Gol Dokka Eina o Elverum Namsos Grong
Palmafoss m Hamar
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a Hamar r Bergen Roa n Steinkjer e e
G Kongsvinger d Myrdal o Eidsvoll Steinkjer Hen r
Eina m Palmafoss Roa a r Bergen Hønefoss n Steinkjer
G Kongsvinger e e Steinkjer d o n EidsÅvronlles r d
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m Oslo S
Bergen u G KongsCvihnagrelorttenberg e Trondheim Storlien s n Steinkjer
m Årnes Storlien d Eidsvoll Trondheim d k r e Lillestrøm Storlien Hea n Trondheim n k r Roa a Steinkjer
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S Sundsvall b d Charlottenberg Trondheim TinnoseNt K k Hell Stockholm H s e Støren m
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g p d as H Støren d d e S SkieNn e i b r t Stockholm Nordagutu o nE eer r Fredrikstad Halden Åndalsnes Støren
o Kornsjø Stavanger toBrevikng g Moss Sarpsborg Åndalsnes Oppdal n ÅndalsneOs ppdal Neslandsvatn d a Larvik H Støren
d d e Oppdal Skien e i r t Åndalsnes nE e r Fredrikstad HaldeKnornsjø Oppdal Sannidal o Røros Stavanger Neslandsvatn BrevikngLarvik Sarpsborg Åndalsnes Røros a H Røros id Gøteborg Oppdal Skien E Halden Åndalsnes Stavanger Simonstad SannBidraelvik Fredrikstad KornsjøMalmø Oppdal Røros Neslandsvatn Larvik Gøteborg Åndalsnes Oppdal Røros Nelaug København Åndalsnes Røros StaEvagnegrseurnd Simonstad SannBidraelvik KornsjøMalmø Åndalsnes Oppdal Sira Neslandsvatn Larvik Gøteborg Oppdal Røros NeAlaruegndal København Åndalsnes Oppdal Røros Egersund Sira Simonstad Sannidal Malmø Gøteborg Røros NeAlaruegndal København Dombås Dombås Røros Egersund Sira Simonstad Malmø Dombås NeAlaruegndal København Dombås Egersund Kristiansand DombåOstta Sira Otta Koppang Arendal DombåOs tta Koppang Kristiansand DombåOs tta Koppang DombåOs tta Koppang Kristiansand DombåOs tta Koppang DombåOs tta Koppang Kristiansand Otta Koppang Otta Koppang OLtitlalehammer Lillehammer Koppang Lillehammer Koppang Dokka Lillehammer * CTC (centralized traffic control) means that Dokka Dokka Elverum Flåm GEjølvveiLkriullemhammer Elverum Flåm GjDøovkikka Lillehammer Voss Flåm Gol Dokka Gjøvik Elverum Voss Flåm Gol GjøvLikillehammHearmar station interlockings communicate with and are Voss Gol Dokka Hamar HamaErlverum Voss Flåm Gol GjøvLikillehammer Elverum Palmafoss Myrdal DEoinkkaa EinLaillehammHearmar Palmafoss MyrdaVloss Flåm Gol GjøEvinika n Elverum
Myrdal Dokka n Palmafoss e Hamar
Lillehan mmer e Voss Flåm Gol GjøEvinika o Elverum Myrdal e controlled remotely from a control centre. Palmafoss Dokka o Hamar m n Flåm Gjøvik o r Elverum Voss Gol m Eina Myrdal Dokka e Eidsvoll r e Palmafoss Eidsvoll m Hamar n o r e Gjøvik Bergen Voss Flåm Gol Eina d EidsvEollverum e e Myrdal r
Bergen d Palmafoss Hen Roa m Hamar r n o a
Bergen d Voss Flåm Hen Roa Gjøvik r Eidsvoll r Gol a Eina e Myrdal Hen e Kongsvinger G
Roa m
Palmafoss a Hamar n o Kongsvinger Bergen d r Voss G Eidsvoll Gol Eina r Kongsvinger e G Myrdal Hen e
Roa m
Palmafoss a Hamar n o
Bergen d r Eidsvoll Hønefoss Eina r Kongsvinger e G Myrdal Hen e D
Roa m
Palmafoss Hønefoss a n H o
Bergen d r D Hønefoss r Eidsvoll r H Eina Årnes Kongsvinger e D G ** ATC (automatic train control) is a collective Myrdal e a o Hen m r Roa H Palmafoss Årnes a n o a d Bergen o r k m Hønefoss r EidsÅvronlles Oslo S r a Kongsvinger o e D k G e m Rollag k Hen Charlottenberg
Roa m H
Oslo S a m k m
Rollag k Charlottenberg o s
Bergen d r r Oslo S m Hønefoss EidsÅvronlles r
Rollag k Charlottenberg a s u Kongsvinger o D G e
He en Lillestrøm m
Roa m H a s u k m n e
Bergen Lillestrøm d r n r Oslo S Hønu efoss EidsÅvronlles r n
Rollag k Charlottenberg e a Kongsvinger o d Lillestrøm D terms for the systems known in Norway as DATC S G e n Hen m AskReora n H a s d k S n m
Bergen d
Asker p Tinnoset r Oslo S Arvika u Årnes Hønd efoss S r
Rollag k Charlottenberg e a Kongsvinger o SkiLillestrøm D G Tinnoset p Hen Asker Arvika i m Roa n H a s Ski k k p n Tinnoset m Arvika i r Oslo S u k Årnes Hønd efoss k Ski S
Rollag k Charlottenberg e a Kongsvinger o Lillestrøm i D Asker G Karlstad k m k n H e s k p n Tinnoset m Karlstad Arvika k K r
e Oslo S u Årnes Hønd efoss Ski S s
Rollag k ChaKrloatrtlesntabderg e a
(partial ATC) and FATC (full ATC). Partial ATC is o Lillestrøm i K o D Asker e k m s n H t
s Mysen Stockholm k p n Tinnosoet K n m Arvika a k r s
t Oslo S u Mysen ÅrSnteosckholm Hønd efoss Ski Notodden g S Rn ollag k ChaKrloatrtlesntabderg e o a o Lillestrøm i D a Asker t d e k s m Mysen Stockholm
Notodden g n H n s a k p n Tinnoset H K m Arvika s d b k r Notodden g Oslos S u Årnes d Ski S
Rollag k ChaKrloatrtlesntabderg e H o a j o e Lillestrøm d Nordbagutu u s Ai sker t e k m Mysen Stockholm H Moss H n n j e s r a k b p n Nordagutu Tuinnoset k K g m Arvika
H Moss k Notoddren s g Oslos S u e j d Ski S
k o a system that applies the brakes if a train acciden- NRorodllaaggutu k ChaKrloatrtlesntabderg g u o e Lillestrøm d Ai sker e s H Moss t
s r e k m Mysen Stockholm n o k
H n r s g
b a p Tinneoset s bK n Arvika k t s
Notodden g o r
u e j ød Ski b S Nordagutu e e Karlstad u o e Lillestrøm d Ai sker s H Moss t t r r e ø k Mysen Stockholm
k b n He n g n Sarpsborg b a p n Tinnoset s Kø t Arvika k s
Notodden g o e e j d n Sarpsborg Ski Nordagutu u e o S Karlstad d Ai sker s H Moss t r r e k Mysen Stockholm H k b n g n Sarpsborg
b a p Tinnoset s Kø t Arvika k s
Notodden Eidagnger o tally passes a stop signal. It also monitors train NordagutSukienju e o e e Ski Karlstad d i Eidanger s H Moss t r Skien r e k MHysaeldnen Stockholm H k b n g n Fredrikstad Sarpsborg
b a Skien s KEøidanger Ht alden k s
Notodden g o Nordagutu juFredorikstead e Karlstad d
s H Moss Halden t r r e Fredrikstad Mysen Stockholm H k b n g n Sarpsborg
b a Skien s KEøidanger t s
Notodden g o Nordagutu ju e o e e d s H Moss HaldKeonrnsjø t Stavanger r r Fredrikstad Mysen Stockholm H kBrbevnik g n Sarpsborg
b a Stavanger Neslandsvatn Skien s Eøidanger t Kornsjø
Notodden g o speed on entering and leaving stations. Full ATC BreNvoirkdagutu ju e Learvik e Kornsjø d Stavanger Neslandsvatn Breviks H Moss Halden Larvik r r Fredrikstad Neslandsvatn H k b b g n Sarpsborg Skien s EøidanLgaervik t o Nordagutu ju e e e Kornsjø Stavanger SanniBdarelvik H Moss Halden r r Fredrikstad Neslandsvatn k b g n Sarpsborg Sannidal Skien s EøidanLgaervik t o Stavanger SannBiedraelvik e HaldeKnornsjø r Fredrikstad Neslandsvatn b n Sarpsborg incorporates speed monitoring between stations Skien EøidanLgaervik t Gøteborg Stavanger Simonstad SannBidraelvik e FredrikstaGdøteboHragldeKnornsjø Simonstad n Sarpsborg SimonNsetasdlandsvatn SkSieannidEaildanLgaervik KornsMjGøaøltmebøorg Stavanger Neslandsvatn Skien BrEeivdiaknLgaervik FredrikstaMdalmøHalden Gøteborg Egersund StaEvagnegrseurnd NelaSuigmonstad Nelaug SannBidraelvik Fredrikstad HaldeKnornsKjMøøablemnøhavn as well. Egersund Sira SimonNsetasdlandsNvealtanug Sannidal Larvik KøbenhavnKornsjMGøøaltmebøorg SiSratavanger Sira Neslandsvatn Brevik GKøbteebnohragvn StavEagnegresrund Simonstad NAerleanudgal SannBidraelvik Larvik KornsjKMøøablmenøhavn Egersund Sira AreSnimdaolnNsetasdlandsNvAealrtaenungdal Larvik MGøaltmebøorg Sannidal GKøbteebnohragvn Egersund Sira Simonstad NAelraeungdal Sannidal KMøablmenøhavn Egersund Sira Simonstad NAelraeungdal MGøaltmebøorg Kristiansand GKøbteebnohragvn Egersund Sira Kristiansand SKimriosntiastnasdandNAelraeungdal KMøablmenøhavn Egersund Sira KristiansandNAelraeungdal KMøablmenøhavn Egersund Sira KristiansandNAelraeungdal København Sira Kristiansand Arendal Kristiansand Arendal Kristiansand Kristiansand Kristiansand 28 Operating accidents in 2005 (1) Type of accident Incidents Fatalities Serious injuries (2) Collisions 1 0 0 • Train operations (train/train) 0 0 0 • Train operations (train/object) 1 0 0 • Shunting 0 0 0 Derailments 1 0 0 • Train operations 1 0 0 • Shunting 0 0 0 Level crossing accidents (3) 1 0 1 • Crossings with barriers, lights and claxons 0 0 0 • Crossings with gates 1 0 1 Other level crossing accidents 1 1 0 Rolling-stock fires 0 0 0 Other accidents (4) 3 2 1 Total 7 3 2
(1): Using the UIC Safety Database definition where the incident entails costs > EUR 150 000 (> EUR 10 000 in previous years), death or serious injury. (2): Serious injuries are defined as people deemed unfit to work for more than 14 days after the accident. (3): Collisions between road vehicles and railway rolling stock. (4): Other accidents resulting in death or serious injury.
Punctuality of 90% on a round-the-clock basis. The The improvement in punctuality seen exceptions were the Kongsvinger line, in 2004 continued on most passenger where 83% of trains were on time, and services in 2005, while freight saw a peak-hour services on the Oslo–Eidsvoll slight deterioration. main line (87%) and the Drammen (81%) and Østfold (86%) lines. Apart from the Jernbaneverket’s overall punctuality Flåm line, local services in other parts of target is that at least 90% of trains must Norway met the target. Regional services arrive at their destination on time. too made progress, with the Østfold and Gjøvik lines meeting the target. Passenger services The improved performance seen in 2004 Airport Express services improved their continued in 2005. Passenger services to already good timekeeping, with the and from Oslo central station (Oslo S) met punctuality rate increasing from 95% the punctuality target, while Oslo subur- to 97%. Long-distance services met the ban services also met the overall target punctuality target on all routes.
Train punctuality 1995–2005
100
90
Long-distance
e 80 Regional
70 Oslo suburban
60 Airport Express
Freight % of trains arriving on tim 50
40
30 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
29 Freight Information All lines and products saw a slight deteri- Jernbaneverket has set out its responsi- oration in timekeeping in 2005. Only the bility for providing public information in Nordland line and the Randsfjord line its service guarantee. to Hønefoss met the punctuality target, with the Sørland line coming close at With effect from 1 November 2005, 88%. On other lines, the punctuality rate Jernbaneverket’s service guarantee to was generally 80–85%. passengers was expanded to include a right to clean and tidy stations in addi- Causes of late running tion to good train information. Timekeeping is poorest on Oslo suburban services, owing to the fact that some sec- The aim of the service guarantee is to tions are overloaded, especially at peak highlight Jernbaneverket’s services to times, causing knock-on delays. What the consumer while encouraging con- is more, major engineering works have tinuous improvement of products and been under way for a long time on the services. Drammen line, which carries trains to and from destinations throughout the east This is achieved by inviting consum- of Norway, as well as the south and west. ers to send complaints and feedback The Drammen line is therefore the key to to Jernbaneverket’s handling centre. better punctuality on Norwegian railways. The issues raised are then passed to On the Kongsvinger line too, construction investigators, who produce summaries work on a new passing loop has led to of the various categories of complaint, speed restrictions and poor timekeeping. trends, etc. These reports are used as a basis for prioritizing action. Consumers Large-scale engineering works were are entitled to receive a response from carried out by closing the sections in Jernbaneverket if they so wish. question to all traffic over some week- ends, with passengers being transported The recording procedures for complaints by bus. The Drammen line was closed have been changed so that “platform/ for three weeks in the summer owing to track changes”, “passing trains”, “station construction work on the new double- cleanliness and tidiness” and “adequate track section. lighting” are now recorded as separate categories. Technical systems (especially interlock- ings) on some sections suffered from The total number of complaints was a disproportionate number of faults, higher than in 2004. The summaries particularly in the Oslo area. Faults of show that complaints increased in this kind adversely affect punctuality, as November but then fell back. This may do rolling-stock faults, which were also be because, from 1 November 2005, prevalent at times. In the course of the consumers were able to send feedback year, bad weather caused a number of directly to Jernbaneverket’s handling operating problems, including overhead centre by SMS text message or email. line damage and power outages, flood- ing, landslides and avalanches (caus- “Miscellaneous” includes complaints ing derailments). The Bergen line was and requests regarding signage, public particularly badly affected. address systems, information screens, public waiting rooms, etc. This heading Punctuality Report 2005 also covers complaints from visually or Jernbaneverket’s Punctuality Report aurally impaired consumers who found for 2005 is available online at the information inadequate for their www.jernbaneverket.no under “Om needs. Jernbaneverket”.
30 Annual number of complaints by category
2005 2004 1. Lack of up-to-date timetable information 44 (71) 2. Lack of information on platform/track changes 40 (34) 3. Lack of information on passing trains 9 (*) 4. Lack of information on delays 290 (344) 5. Miscellaneous 109 (89) Total 492 538 6. Station cleanliness and tidiness 42 - 7. Adequate lighting 23 - Total 557 538
* In 2004, items 2 and 3 were combined and items 6 and 7 recorded under “miscellaneous”.
Number of complaints per month
140
120
100 s 2004 80 2005 of complaint of
. . 60 No
40
20
0 r y ry ry ch July Ma June April April tobe ugust ember Mar A cember ebrua Janua Oc F De November Sept
Number of complaints by line
160
140
120
s 100 Other
80 Environment of complaint of . . Info
No 60
40
20
0
W. vre line old line gen line uma line oten line Main line Røros line old line E. Do Gjøvik line old line estf Ra Of Ber Sørland line V dermoen line Nordland line Bratsberg line Østf Drammen line Østf Spikkestad line Kongsvinger line Gar
31 Productivity and Process Quality emphasizes the correct use of resources and quality management in internal processes.
32 Productivity and Process Quality
Jernbaneverket has the following objectives in this core area:
• To improve productivity at all stages tax (VAT). Since 1997, Jernbaneverket has • To improve and rationalize our had to pay input VAT at the full rate. In capability for dealing with faults 1998, Jernbaneverket assumed respon • To improve planning sibility for train control from NSB BA (now NSB AS). Jernbaneverket renewed the Improved productivity CTC system on the Røros line, adding to Jernbaneverket provides a rail transport the financial burden in 2001 especially. system that meets social and market requirements in terms of capacity, safety, Traffic management access, speed, axle loads, loading gauge, Expenditure on traffic management in comfort/ambience, environmental 2005 amounted to NOK 335m. Traffic impact and public information. This management involves the following main requires Jernbaneverket to manage its tasks: financial resources in the best possible • Train control and dispatching way through good housekeeping and • Capacity allocation and timetabling productivity. • Provision of services and information to passengers, the general public, train The graph below shows a comparison of operators and the media (platform Jernbaneverket’s operations and main- indicators, information screens, signage, tenance costs for the period 1996–2005. notice boards, public address systems, Before 1997, as part of the former state online information, etc.) railway undertaking NSB, Jernbaneverket • Control of the overhead power supply was subject to a lower rate of value added to electric trains
Operations and maintenance costs 1996–2005 (at 2005 prices in NOK million)
4000
3500
3000
2500
2000 Maintenance
1500 Operations
1000
500 The rail grinding train in action on the 0 Solør line at night. Photo: Øystein Grue 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
33 Infrastructure operations Infrastructure maintenance Expenditure on infrastructure operations Maintenance is defined as activities to in 2005 totalled NOK 3 100m. maintain established levels of safety and operational reliability, and to maintain Infrastructure operations costs cover: the value of technical installations and • Administration infrastructure. • Snow clearance • Station management (rent, cleaning, Maintenance falls into three categories: etc. of public spaces at stations and • Corrective maintenance: fault repairs freight terminals) and emergency call-outs • Real-estate management • Preventive maintenance: inspections, • Electricity for low-voltage equipment in examinations, checks, scheduled pre- the infrastructure (not for train opera- ventive repairs, overhauls, replacement tions) of components • Telecommunications rental (for train • Infrastructure renewal: most com- radio, CTC, etc.) monly, replacement of overhead line equipment and signalling systems, or complete renewal of sleepers and rails plus ballast cleaning.
Unit costs for infrastructure operations by line (NOK million)
0 100 200 300 400 500 600 700 800 900 1000 1100 1200
Oslo area
Drammen line
Main line
Gardermoen line
Kongsvinger line
Gjøvik line
Østfold line
Vestfold line
Sørland line
Bergen line Stasjonsdrift Bergen area
Dovre line
Røros line Sambandsleie
Nordland line
Ofoten line Strømutg lavspenningsanlegg Other lines
Administration Snow clearance Real-estate management Eiendomsdrift Electricity (low voltage), Telecommunications Station management
Snørydding
34
Banestaber Lines are prioritized according to ex- -driven maintenance. The objectives and Maintenance costs 2005 pected use of the rail network, expected principles described in the maintenance (NOK million) traffic volumes and socioeconomic management manual will bring a shift benefit. The cost structure is revealed by in focus from corrective to preventive Corrective breaking down the unit costs (key prod- maintenance and renewal, while improv- maintenance
201 uct figures) for the various infrastructure ing the condition of the infrastructure. Infrastructure renewal 454 components by line. Key product figures 432 of this kind provide a basis for compar- The following figures are an estimate for Preventive maintenance ing the costs of lines catering for similar the annual renewal of core infrastructure types of traffic, and hence for identify- components based on the averages for ing the lines with the best practice in 2002–05: terms of infrastructure operations and maintenance. Replacement of rails 30 km per year Replacement of sleepers 36 000 per year Jernbaneverket has adopted overall Replacement of points 20 sets per year maintenance strategies for its infra- Ballast cleaning 65 km per year structure. The process of drawing up Renewal of cabling 60 km per year maintenance strategies for individual Renewal of overhead lines is under way. The definitions of line equipment 40 km per year “good infrastructure” provide guidelines 2.5 stations for formulating line-by-line strategies Renewal of signalling per year based on the principle of reliability
Unit costs for infrastructure maintenance by line (NOK million)
0 100 200 300 400 500 600 700 800 900 1000
Oslo area
Drammen line
Main line
Gardermoen line
Kongsvinger line
Gjøvik line
Østfold line
Vestfold line
Sørland line
Bergen line
Bergen area
Dovre line
Røros line
Nordland line
Ofoten line
Other lines
Telecommunications Signalling Overhead line equipment Permanent way Miscellaneous
35 Efficient use of capital “Investment in railway lines”). The expenditure figures are based on the cash ac- The table below shows the financial counts submitted by Jernbaneverket status of capital expenditure funded to the Ministry of Transport and through grant allocations in the na- Communications and the Ministry of tional budget (section 1350, item 30 Finance.
Capital expenditure in 2005 (at 2005 prices in NOK million – excluding VAT) Totalt 2005 Project total Gran Budgeted Cash cost Discrep- allocation Budgeted Expected Discrep- cost exc. tax exc. tax ancy inc. tax. cost final cost ancy Sandvika–Asker 669.5 670.9 -1.4 760.0 3 708.9 3 708.9 0.0 Ganddal freight terminal 56.8 45.2 11.6 75.0 333.0 333.0 0.0 Lieråsen tunnel 22.3 5.7 16.5 53.0 196.3 176.3 20.0 GSM-R 315.6 313.8 1.8 285.0 1 695.9 1 695.9 0.0 Grong–Mosjøen CTC 43.1 46.3 -3.2 63.0 144.7 147.9 -3.2 Mosjøen–Bodø CTC 27.4 27.8 -0.4 30.0 347.4 347.4 0.0 Trondheim control centre 11.5 9.6 1.9 15.0 14.3 12.8 1.6 NEW INFRASTRUCTURE 1 146. 119.3 6.9 281.0 6 440.5 6 406.6 33.9
Lysaker–Sandvika 47.3 52.5 -5.2 49.0 2 104.4 2 250.0 -145.6 Lysaker station 91.0 126.4 -35.3 92.5 779.0 764.7 14.3 Sandnes–Stavanger 43.3 18.5 24.8 65.0 1 177.7 1 177.7 0.0 Alnabru freight terminal 8.5 3.1 5.4 10.0 194.0 194.0 0.0 Bergen–Fløen 9.8 2.0 7.7 10.0 108.3 108.3 0.0 DETAILED PLANNING / LAND ACQUISITION 99.8 02.5 -2.7 6.5 4 363.3 4 494.6 -131.3
Safety 103.6 97.5 6.1 70.0 Capacity enhancements 66.6 61.5 5.1 50.0 Environmental protection 8.0 6.2 1.8 2.0 Stations and interchanges 54.2 47.5 6.7 80.0 Miscellaneous projects 22.7 10.7 12.0 0.0 FOCUS AREAS 255.0 3.3 31.7 02.0
CAPITAL EXPENDITURE 1 601.0 545.1 55.9 709.5 Notes: 1) The budgeted total shown for 2005 is the balanced budget, including reallocations within the portfolio and to renewals, plus additional allocations in the revised national budget.
Sandvika – Asker Lysaker station The new section of line opened to traffic A total of NOK 126.4m was spent in 2005, on 1 August 2005. Construction costs as against a budget of NOK 91.0m. The were around NOK 30m below budget. discrepancy was due chiefly to a higher The new double-track line has improved level of activity than planned on the train punctuality throughout the east project management side, and to an of Norway and reduced journey times, increase in the scope of the prepara- especially for passenger services on tory works. After year end, Siemens was the Bergen line. The only outstand- contracted to supply a new interlocking ing accounts are the final payments to system for the station. contractors.
36 Lysaker – Sandvika construction planning phase has taken A total of NOK 52.5m was spent in 2005, longer than planned. The final report as against a budget of NOK 47.3m. The from the external quality audit of the discrepancy was due chiefly to the project has now been received. compulsory purchase of a property The recommended cost ceiling is earlier than planned, and to an overspend NOK 1 750m, and the expected/target on consultancy contracts owing to the cost is NOK 1 500m. increased scope of investigations. The forecast final cost is currently around Ganddal freight terminal NOK 145m higher than the budgeted cost A total of NOK 45.2m was spent in 2005, in the detailed plan. The project will under as against a budget of NOK 56.7m. The go external quality assurance in 2006. value of production for the year was NOK 29.0m, as against a budget of NOK Lieråsen tunnel 82.6m. The discrepancy was due to a A total of NOK 5.7m was spent in 2005, three-month delay in project manage- as against a budget of NOK 22.3m. The ment of the construction plan, and to discrepancy was due to a reduced need delays in signing contracts to acquire for capital expenditure resulting from land and in hiring contractors for the simplified proposals for securing the groundworks. rock inside the tunnel. The forecast final cost has been reduced from NOK 196m Alnabru freight terminal to NOK 176m. A total of NOK 3.1m was spent in 2005, as against a budget of NOK 8.5m. The Sandnes–Stavanger double track discrepancy was due to a lack of clarity A total of NOK 18.5m was spent in 2005, regarding the proposals, and to a need as against a budget of NOK 43.3m. The to revise the overall plan before proceed- discrepancy was due chiefly to the fact ing with detailed planning and construc- that the hiring of contractors for the tion planning
Financial results The financial statements of Jernbaneverket prepared using accrual accounting show a deficit of NOK 46m, which is to be allocated as follows:
NOK million Depreciation offset against capital grant, with associated reduction in liability to central government 525 512 Portion of operating subsidy used for renewals offset against capital grant, with associated increase in liability to central government 483 384 Offset against payable to State Treasury 3 963 Total allocated 46 091
Jernbaneverket also underspent its grant • Backdated payments of NOK 48m from allocation by NOK 96m. The discrepancy BaneTele AS for the rental of fibreoptic was due to the following factors: cables in 2003 and 2004 had no effect on results in 2005, only on cash flow. • An underspend of NOK 56m on the cap- • The difference between depreciation ital grant allocation was not included in and renewal works was NOK 42m. the income statement but appears on • Other accruals had a negative effect of the balance sheet. NOK 4m.
37 Human Resources and Organizational Development emphasizes the input factors – people, skills, organizational structure and systems – necessary for Jernbaneverket to perform its tasks.
38 Human Resources and Organizational Development
Jernbaneverket’s objective is to be an attractive workplace – which means a good working environment, good opportunities for career development, meaningful duties, and responsible and inspirational colleagues and managers.
Jernbaneverket has the following objec- profile. The process of drawing up skills tives in the core area of Human Resour development plans for all employees ces and Organizational Development: is under way, and the skills deficit in the relevant areas is being charted and • To ensure sound and adequate exper- defined. tise exists within the rail sector • To improve leadership at all levels The Traffic Management division • To consider human factors during holds an annual staff conference for restructuring employees involved in operational • To improve and simplify management traffic management and monitoring and monitoring systems the overhead line equipment. The 2005 staff conference, focusing on individual Skills development skills development, took place in the in the rail sector first quarter. The Norwegian Railway School at Grorud in Oslo was officially opened by the Management development Minister of Transport and Communica- One of Jernbaneverket’s priorities in tions on 18 January 2005. The school 2005 was developing and educating its and its vocational training program for managers in line with current organiza- locomotive drivers were set up in 2004. tional challenges. Workforce reductions The first intake of student drivers took presented the main challenge in 2005, their final examinations in January 2006. so the management development The school also offers basic training for program focused on how to handle controllers, lookout training, professional this. Accordingly, six workshops for man courses for the entire rail sector agers in Jernbaneverket’s production (Jernbaneverket, train operators and business were held in the spring. external contractors) and courses for tutors and instructors. In the longer The departure of many managers on the term, the school will offer apprentice- production side as part of the workforce ship programs in a variety of rail-related reductions led to new managers taking disciplines. up new roles. Two tailor-made man- agement development programs were A major challenge for Jernbaneverket is therefore started, aimed at operational to maintain and renew key rail operating managers in production and administra- John W. Sæther, a project planning manager with Jernbaneverket. skills, in the light of workforce reduc- tion. The first program, comprising nine Photo: Ole Walter Jacobsen tions in 2005 and the organization’s age workshops, began in November 2005.
39 A management development program • Assuming employer responsibility for for potential managers is also under way redundant employees and actively and will end in 2006. This is the third time helping them find new work we have undertaken such a program. In spring 2005, Jernbaneverket ran a Jernbaneverket held a management management training program in man- conference for 120 managers in May aging workforce reductions. Coaching 2005. The subject was the organization’s was also provided for the Infrastructure principal objectives and strategies, and Management division’s HR staff so that the business plan for 2006. At system they were in a position to support line level, work was under way during the managers. year to establish an overall structure for management development covering all Workforce reductions in 2005 levels of management. Between 1 February and 1 May 2005, employees of Jernbaneverket’s produc- Human aspects of restructuring tion business were offered voluntary Competitive tendering redundancy with a severance payment On 7 December 2004, the Norwegian (up to two years’ salary, depending on Parliament decided that all Jernbane length of service), a study allowance verket’s production activities apart from (up to two thirds of salary for a maxi- signalling and telecommunications mum of three years) or funding to set would be opened up to competitive up their own business (up to one year’s tendering between 2005 and 2009. The salary on top of the severance pay- ensuing reduction in the workforce was ment). JBV Ressurs held four business estimated at 980 full-time equivalent start-up seminars to encourage the posts (source: Parliamentary Bill No. 1, establishment of new suppliers to the Supplement No. 2, 2004–05). rail industry.
JBV Ressurs and support system In all, 207 employees opted for volun- To ensure the best possible treatment of tary redundancy with a severance pack- the affected employees, Jernbaneverket age. Three of these received a study set up a restructuring unit, JBV Ressurs, allowance, 100 received a severance in November 2004. JBV Ressurs had a payment, and 104 received a severance dual role: payment combined with start-up fund- • Providing advice, support and guidance ing. Applications from 23 employees for in the redundancy process assisted redundancy were rejected on
40 Overnight work on the overhead lines. Marie Svensli, former head of JBV Ressurs, and Snow clearance on the Photo: Øystein Grue Hans Knut Otterstad, senior occupational physician. Bergen line, winter 2005. Photo: Tore Holtet Photo: Øystein Grue
the grounds that they possessed critical May 2005 to halt any further redundan- skills. Three of these employees chose to cies for the rest of the year. The Ministry leave without assistance. of Transport and Communications agreed. In October 2005, Jernbane The average age of employees in verket received a letter from the new Jernbaneverket’s production business Minister of Transport stating that further was 46 at year end 2004 and 47 at year workforce reductions would be halted end 2005. and competitive tendering restricted. JBV Ressurs was formally wound up in Jernbaneverket has already been ad- December 2005. versely affected by the workforce reduc- tions, chiefly in that it is taking longer to Management and monitoring rectify faults. systems To simplify its management system, Further redundancies halted Jernbaneverket has developed a pro Owing to the large number of employees cess-based system. An interdisciplinary who opted for voluntary assisted redun- process model has been devised for all dancy, the Director General decided in core and support processes. We have
Employees who left with severance package
By job By age
140 140
120 120
100 100
80 80
60 60
40 40
20 20
0 0 Admin. Track Signal Power Electrical 20-30 30-40 40-50 50-60 Over 60 supply installation
41 Ørn Gaute Fjeld at work in Oslo train Photo: Øystein Grue Photo: Øystein Grue control centre. Photo: Øystein Grue
acquired the necessary IT systems so that a final halt had been called to further all our previous management manuals redundancies, absenteeism was lower can be incorporated into the process- than in the same period in previous based system. years. Consequently, the absenteeism rate for 2005 ended up on a similar Personnel and working level to 2004, despite the considerable environment stress that production staff were under Overtime owing to redundancies and competitive Overtime payments in 2005 accounted tendering. for 7.2% of permanent salaries, a drop of 0.8 percentage points from the previous Injuries leading to absence year. Jernbaneverket has seen a reduc- The number of injuries leading to tion in overtime payments every year absence recorded in 2005 was 29, the since 2002. lowest figure for many years and 19 less than in 2004. It should be noted that Sick leave the BaneService contracting business The proportion of working days lost was hived off into a separate limited through illness in 2005 was 6.1%, almost company with effect from 1 January the same as the previous year’s figure 2005 and is therefore no longer included (6.0%). Jernbaneverket has seen a steady in Jernbaneverket’s statistics. There was drop in absenteeism every year since one death in 2005. 2002, owing to a number of factors. Since 2003, we have been involved in a multi- Staff surveys – Human Capital Index agency project designed to promote (HCI) inclusion in the workplace. Through the Since 2004, Jernbaneverket has con “inclusive workplace” scheme, we have ducted six-monthly staff surveys de- focused on managing absenteeism. Man- signed to measure job satisfaction. The agers attend annual training and update idea behind HCI is that, by following up sessions, and trends in absenteeism and the survey findings, we can improve em- the use of available remedies are closely ployees’ job satisfaction and hence their monitored. Absenteeism in Jernbane performance and wellbeing. We enjoyed verket’s production business increased a high response rate of 80% to both our in the first four months of 2005, probably spring and our autumn survey in 2005, as a result of the redundancy program. and the HCI showed a positive trend. In the last four months of the year, when Jernbaneverket’s production business is
42 not included in the HCI surveys because Equal opportunities these are currently conducted online and In 2005, Jernbaneverket continued its large parts of the production business efforts to obtain a better overview of do not use PCs. pay increases relative to gender. Further work in 2006 will involve preparing an Working environment survey in improved survey, not only showing pay Jernbaneverket’s production business increases, but also indicating the number In the light of workforce reductions on of women and men in each category the production side, a working environ- and any differences between genders in ment survey was conducted in Novem- terms of pay. ber 2005. The process was planned and undertaken in consultation with At 31 December 2005, 13.2% of the trade unions and the occupational Jernbaneverket’s managers were female. health service. The findings have now Our aim is to raise the proportion of been issued, and work is under way female managers to 20%. on local improvement initiatives with central support.
Overtime as % of permanent salaries Days lost through illness Number of injuries leading to absence
12 8 80 11 7 70 10
9 6 60 8 5 50 7
6 4 40 5 3 30 4
3 2 20 2 1 10 1
0 0 0 98 99 00 01 02 03 04 05 98 99 00 01 02 03 04 05 98 99 00 01 02 03 04 05
43 Accounting Policies
As the financial statements of a central calculated on the basis of the average for government agency, the accounts of the first 10 years covered by the index. Jernbaneverket form an integral part of the State Accounts. Jernbaneverket Properties covered by agreements with likewise has no board of directors to NSB and land are not included in the propose allocation of the result. opening balance sheet. Their inclusion has been deferred until a definitive The annual accounts have been pre- ownership split has taken place. In addi- pared in accordance with Norwegian tion, the following are not included: State Accounting Standards (SRS) and guidance notes issued by the Ministry of • Infrastructure upgrading and renewal Finance in connection with its trial of the • Capital expenditure by regional accrual principle in selected govern- business units (owing to changes in ment agencies. However, the presenta- accounting system and organizational tion here differs in some respects. The structure) notes are numbered in accordance with • Lines on which there is no traffic, or SRS, but those notes not relevant to which are run as museums or preserved Jernbaneverket have been omitted. The railways numbering of the notes is therefore not • Fibreoptic cable (leasing agreement continuous. with BaneTele)
Unless otherwise specified, all figures are The opening balance sheet reflects the in thousand kroner (NOK 1000). value of properties of national signifi- cance, cultural heritage, art and books OPENING BALANCE SHEET, belonging to Jernbaneverket. Such 1 JANUARY 2005 assets are included only to the extent Like the other agencies participating that there is actual utility value for the in the Accrual Accounting project, business. Jernbaneverket established an opening balance sheet based on the guidelines The financing of fixed assets (excluding issued by the Ministry of Finance. In investments) included in the opening preparing the opening balance sheet, balance sheet for the first time is actual or estimated acquisition costs classified as a long-term liability. This were used. In determining book values liability will be reduced in line with the as at 1 January 2005, account was taken depreciation of the fixed assets covered of wear and age, functional standard, by the financing. Certain developments etc. Where specific information was are not wholly financed through central available on the acquisition cost, mainly government grants to Jernbaneverket. from the accounting system Agresso and Other government departments, the Infrastructure Construction depart- counties, municipalities and companies ment’s project management system, this contribute, for example, to the financing was used. Where such figures were not of new stations, level crossing projects available, a report from 1997 entitled and capacity enhancements. In cases “Actual costs, prices per metre of main where Jernbaneverket owns all of the processes for rail projects” was used. In- completed project, the total acquisition dexation was applied using the “Building cost is included in the balance sheet, but cost indices for national and county road the financing is split between liabilities construction projects” produced by Sta- to central government and liabilities to tistics Norway. For the years not directly others. These liabilities are reduced in line covered by the index, the changes were with depreciation of the facility. Where
44 others own part of the facility, only Norwegian Public Service Pension Fund Jernbaneverket’s portion is reflected. (SPK). The SPK scheme is a defined bene fits scheme. The scheme is not funded, In the case of current assets, short-term but SPK operates with a notional fund, liabilities and other liabilities included calculated on the basis of set guidelines. in the opening balance sheet, fair value The size of the fund corresponds at the is used as the basis of valuation. The outset to the estimated pension liability net financing requirement that techni- as calculated by SPK. cally arises as a result of establishing the opening balance sheet is classified as an Under the Accrual Accounting project, a accrued payable to the State Treasury. simplified accounting approach for pen- sions has been adopted. Accordingly, no Long-term liabilities calculation or provision for any surplus The balance sheet of Flytoget AS (the or shortfall in the pension scheme (as de- Airport Express train operating company) fined in Norwegian Accounting Standard includes a right to operational priority NRS 6) has been made. The pension cost on the Gardermoen line with a value of for the year therefore represents the NOK 343.7m and a depreciation period annual premium cost, calculated as 12% of 30 years. Jernbaneverket therefore has of pensionable income. See also Note a corresponding liability recorded in the 2 for a more detailed description of the opening balance sheet but reduced to the method used. outstanding amount at that date. INCOME Other long-term liabilities are not Sales income included in the balance sheet, either Sales income is recognized in the because it is uncertain whether they period in which the associated costs are will occur or because the value of the li- recorded. ability is impossible to calculate (see SRS 19, uncertain liabilities and contingent Income from government grants assets). These are referred to in Note 21. Subsidies for operations and mainte- nance are recognized in the period when Integrity of the opening balance sheet is the activity that the subsidy is intended suspect, as comparison with the closing to finance is performed, i.e. the period balance sheet revealed errors and unre- when costs are incurred. Subsidies of this solved items. Therefore only the closing kind are intended to cover operations balance sheet for 2005 is shown, and not and maintenance in the budget year the opening balance sheet. corresponding to the accounting period. These liabilities are reduced in line with COSTS depreciation of the facility. Subsidies Costs are recognized in the period in for operations and maintenance are, which the work is carried out. Costs on apart from the portion used for renew- capital projects are initially recorded als/upgrading, credited to income in the as “facilities under construction” and accounting year. The latter portion is subsequently reclassified as depreciable accounted for in the same way as capital facilities in the relevant categories when grants. the facility is brought into use. Capital grants are recognized in the Pensions same period as the capital project is As a general rule, employees of govern undertaken, increasing Jernbaneverket’s ment agencies are members of the liabilities to central government.
45 ALLOCATION OF RESULT whichever is the lower. Depending Jernbaneverket’s financial result is allocated as follows: on location, two different valuation NOK million methods are used. The main warehouse Depreciation offset against capital grant, is valued at purchase cost including with associated reduction in liability to central government 525 512 freight and insurance (CIF). Regional Portion of operating subsidy used for renewals offset against warehouses are valued on the basis of capital grant, with associated increase in liability to central government 483 384 average cost of goods per article per Offset against payable to State Treasury 3 963 warehouse. Freight between the main Total allocated 46 091 warehouse and regional warehouses is expensed. A uniform valuation policy is NOK 14 493m was carried forward to capital expenditure from 2004. From 2005, to be introduced in 2006. From 1 January NOK 367 286m of unexpended capital grant has been carried forward. 2006, all the activities of Jernbaneverket are VAT deductible. The value of invento- CLASSIFICATION AND VALUATION OF The net financing requirement arising ries in the opening balance sheet as at 1 BALANCE SHEET ITEMS from current assets will have a contra January 2005 therefore does not include Current assets and short-term liabilities item under “Reconciliation to State VAT. No assessment of obsolescence has include items falling due for payment Treasury”. been made. within one year. Other items are classified as fixed assets or long-term liabilities. Cur- Fixed assets Receivables rent assets are valued at acquisition cost The balance sheet value of intangible Trade receivables and other receivables or fair value, whichever is the lower. assets and property, plant and equip- are included in the balance sheet at face ment has a contra item, liabilities relating value. Property, plant and equipment to fixed assets, which represents the Property, plant and equipment are financing of these fixed assets. When SELF-INSURANCE POLICY capitalized and depreciated over the intangible assets and property, plant and Norwegian central government operates expected life of the asset. The portion of equipment are acquired, the acquisition a self-insurance policy. Accordingly, the result represented by depreciation is cost is capitalized. there are no items in the balance sheet offset against capital grant. or income statement that seek to reflect Depreciation of fixed assets is expensed. alternative net insurance costs or Direct maintenance of property, plant The portion of the result that represents liabilities. and equipment is expensed on an on depreciation is allocated in line with de- going basis under operating costs, while preciation charged, resulting in gradual STATE GROUP ACCOUNT SCHEME renewals/upgrading are added to the reduction of liabilities relating to fixed Central government agencies are asset’s cost price and depreciated in line assets. As a consequence, the sum of covered by the state group account with the asset. intangible assets and property, plant and scheme. All bank deposits and equipment will always be fully financed payments are reconciled daily against Intangible assets by liabilities relating to fixed assets. Jernbaneverket’s settlement accounts Jernbaneverket has capitalized two IT in Norges Bank (the Central Bank of systems under this heading. One is a On realization/disposal of operating Norway). specially developed system for operat- assets, the accounting gain/loss is ing and maintaining track-mounted and recognized in the income statement. Jernbaneverket is not provided with cash trackside technical equipment. Only Gains/losses are calculated as the differ- in the course of the year, but has drawing the value of goods and services from ence between the sale proceeds and the rights on its group account equivalent to external suppliers is included in the capi- balance sheet value at the date of reali- net operating subsidy and capital grant. talized value. The other system is an IT zation. The remaining book value of the The difference between income from system for inventory management. Here, liability relating to the fixed asset at the government grants and net drawings the depreciation method used is amorti date of realization is shown as reversed on the group account is shown under zation of the licence cost over three deferred income on fixed asset disposals “Reconciliation to State Treasury”. At year years. User rights to other IT systems are in the financial statements. end, special rules apply to settlement/ covered by annual licence costs. carryforward of payables. In the event of Inventories carryforward to a new accounting year, FINANCING Inventories of purchased goods are the balance of the individual settlement Current assets and short-term liabilities valued at acquisition cost or fair value, account in Norges Bank is reset to zero.
46 Income Statement
(NOK 1000) Note 2005
Operating income Net income from government grants 1 2 635 984 Fees and licences 1 1 699 Grants and transfers from other public bodies 1 7 000 Gains on the sale of property, plant and equipment 1 12 686 Sales and rental income 1 483 874 Other operating income 1 45 195 Total operating income 3 186 438
Operating costs Employment costs 2 1 644 724 Cost of goods 350 648 Other operating costs 3 713 554 Depreciation 4,5 525 512 Writedowns 4,5 0 Total operating costs 3 234 439
Operating deficit -48 000
Financial income and costs Financial income 21 3 986 Financial costs 6 2 077 Net financial costs -1 909
Deficit on ordinary activities -46 091
Extraordinary income and costs Errors in recording income in opening balance sheet 7 0 Extraordinary costs 7 0 Total extraordinary income and costs 0
Deficit for the year -46 091
Allocations To liability to central government 483 384 From liability to central government 525 512 Reconciliation to State Treasury 3 963 Total allocation 46 091
47 Balance Sheet – Assets
Note 31 Dec 2005
ASSETS A. Fixed assets I Intangible assets Research and development 4 Rights and similar intangible assets 4 34 684 Total intangible assets 34 684
II Property, plant and equipment Infrastructure 5 16 483 474 Buildings, land and other real estate 5 1 716 789 Machinery, plant and vehicles 5 290 054 Office equipment, fixtures and fittings, tools, etc. 5 49 540 Facilities under construction 5 2 365 138 Emergency equipment 5 Total property, plant and equipment 20 904 995
III Investments Investments in subsidiaries 13 100 Investments in associated companies 21 Investments in shares and business interests 13 Long-term receivables Total investments 100
Total fixed assets 20 939 779
B. Current assets I Inventories and prepaid expenses Inventories 14 191 849 Prepaid expenses 18 39 994 Total inventories, etc. 231 843
II Receivables Trade receivables 16 67 483 Other receivables 17 17 485 Accrued income 18 0 Other income 18 Total receivables 84 968
III Cash and bank Bank deposits 19 18 544 Other cash and cash equivalents 19 127 Total cash and bank 18 671
Total current assets 335 482
Total assets 21 275 260
48 Balance Sheet – Equity and liabilities
Note 31 Dec 2005
EQUITY AND LIABILITIES C. Equity I Paid-up equity Paid-up equity 13 0 Total paid-up equity 0
II Retained earnings Share in profits of subsidiaries and associated companies 0 Retained earnings 0 Total retained earnings 0
Total equity 0
D. Liabilities I Provision for long-term liabilities Liabilities relating to fixed assets 4, 5 20 794 707 Liabilities relating to external financing of fixed assets 21 144 972 Liability Flytoget AS 21 329 923 Total provision for long-term liabilities 21 269 602
II Other long-term liabilities Other long-term liabilities 21 0 Total other long-term liabilities 0
III Short-term liabilities Accounts payable 109 716 Employee withholdings 52 353 Tax and duties payable -110 356 Provision for holiday pay 121 832 Payable to employees 119 Prepaid income less accrued costs -126 251 Severance provision not covered by specific allocation 4 207 Advances from customers 18 140 Other short-term liabilities 20 4 330 Total short-term liabilities 56 091
IV Reconciliation to State Treasury/Provision for liabilities Reconciliation to State Treasury (gross budgeted) 8 -50 432 Total -50 432
Total liabilities 21 275 260
Total equity and liabilities 21 275 260
49 Cash Flow
Cash Flow Statement using the direct method 2005
Cash flow from operating activities Receipts Subsidies and grants (net budgeted) Taxes, duties and fees to State Treasury From State Treasury for grants to others Sale of goods and services 512 871 Duties, fees and licences Grants and transfers from other public bodies Dividends Interest Refunds 41 812 Other receipts Total receipts 554 683
Payments Employment costs -1 426 430 Capital expenditure (item 23) 483 384 Goods and services for onward sale and own use -1 811 414 Interest Tax and government duties 397 322 Other payments (net VAT, electricity standing charges, other prepayments, etc.) -118 713 Total payments -2 475 851
Net cash flow from operating activities -1 921 168
Cash flow from investing activities Payments on purchase of property, plant and equipment (item 30) -1 545 547 Payments on purchase of property, plant and equipment (item 23) -483 384 Receipts on sale of shares and interests in other businesses Payments on purchase of shares and interests in other businesses Payments on purchase of other investments Receipts on sale of other investments Net cash flow from investing activities -2 028 931
Cash flow from financing activities (net budgeted) Receipts of equity Repayments of equity Payments of dividends to State Treasury Net cash flow from financing activities 0
Effect of exchange rate fluctuations on cash and cash equivalents 0
Net change in cash and cash equivalents -3 950 098 Cash balance at 1 Jan 2005 0 Cash balance at 31 Dec 2005 -3 950 098
50 State financial reporting for gross budgeted enterprises
NOK Account No. Budget Accounts I Operating expenditure 135022 105 000 000 101 586 299 135023 2 808 000 000 2 850 836 483 135025 74 000 000 68 096 300 II Capital expenditure 135030 1 570 114 000 1 545 546 539 III Income 435001 -42 800 000 -30 539 880 435002 -190 500 000 -240 935 177 435006 -173 500 000 -171 884 779 435007 -46 500 000 -69 511 305 4350** -41 812 749 IV Transfers -161 147 468 V Receipts – Norges Bank 60040101 2 925 308 637 VI Payments – Norges Bank 60040102 -6 875 407 592 VII Change in payables -99 864 692
Budget Accounts Payables 1 Jan 2005 21 32 418 417 Change in payables -99 864 692 Payables 31 Dec 2005 -67 446 275
51 Notes
Note 1 Breakdown of operating income
2005
Income from government grants Grant allocation carried forward from previous year (gross budgeted enterprises) Annual grant allocation from Ministry of Transport and Communications (see also note 1B) Operating subsidy, items 23 and 25 2 896 493 Income appropriation, items 01-07 -483 300 Restructuring fund, item 22 105 000 Capital grant, item 30 1 570 114 Capital expenditure, item 30 -1 231 100 Accounting adjustment of capital grant -168 353 Investment in fixed assets -170 661 Authorized annual grant allocation from other government departments 299 Income for pensions 177 492 Total income from government grants 2 695 984
Fees and licences Commission on ticket sales 1 689 Other commission income 10 Fees/licences Total fees and licences 1 699
Grants and transfers from other public bodies Grants earmarked for special purposes 7 000 Total grants and transfers from other public bodies 7 000
Gains on sale of property, plant and equipment Sale of non-capitalized real estate 3 359 Sale of non-capitalized machinery/office equipment 2 761 Sale of other operating assets 6 566 Gains on sale of property, plant and equipment 12 686
Sales and rental income Sales income from consultancy/contracting services 5 922 Sales income from rolling stock etc. 27 596 Sales income from energy and grid rental 218 765 Sales income from track charges 34 240 Sales income from track charges on Gardermoen line 74 306 Sales and rental income from buildings, land, etc. 123 045 Total sales and rental income 483 874
52 2005
Other income Other income 9 615 Compensation payments 21 833 Writedown of liability to Flytoget AS 13 747 Total other income 45 195
Total operating income 3 246 438
Note 1B Government grants
Mandate from central government NOK 1000 Carried Revised Original forward national Revised Adjusted allocation(1) from 2004(2) budget(3) balance(4) allocation Operating subsidy Item 23 Operations and maintenance 2 773 000 35 000 2 808 000 Item 25 Operations and maintenance, Gardermoen line 74 000 14 493 88 493 Total subsidy for operations and maintenance: A 847 000 4 493 35 000 0 896 493
Income appropriation Item 01 Track charges 42 800 42 800 Item 02 Sale of equipment, services, etc. 190 500 190 500 Item 06 Resale of electricity for train operations 173 500 173 500 Item 07 Payment for use of Gardermoen line 76 500 76 500 Total income appropriation: B 483 300 0 0 0 483 300 Grant allocation under mandate from central government: C = A - B 2 363 700 4 493 35 000 0 413 193
Other government grants Item 22 Restructuring fund 35 000 40 000 30 000 105 000 Item 30 Capital projects 1 388 000 184 839 -2 725 1 570 114
Footnotes: (1) Confirmed by Ministry of Transport and Communications in letter of 23 December 2004 (2) Confirmed by Ministry of Transport and Communications in letter of 15 March 2005 (3) Confirmed by Ministry of Transport and Communications in letter of 8 July 2005 (4) Confirmed by Ministry of Transport and Communications in letter of 11 January 2006
Grant allocations under Jernbaneverket’s mandate from central government are recognized on a straight-line basis over the year, since Jernbaneverket’s deliverable remains the same throughout the year. Neither the operating subsidy nor the income appropriation is shown in the income statement – only the net amount. Otherwise, sales income and costs are set out in the accounts – see other notes.
The grant allocation for capital projects is capitalized in full, debited to “bank and cash equivalents” and credited to “liability to central government”.
53 Note 2 Employment costs (NOK 1000) 2005 Wages and salaries 1 174 086 Holiday pay 127 666 Employer contributions 213 720 Pension costs 117 492 Sick pay and other reimbursements -46 627 Other benefits 58 387 Total employment costs 1 644 724
Total employees at 15 Jan 2006 3 030
Jernbaneverket does not pay pension premiums to the Norwegian Public Service Pension Fund (SPK), and accordingly its grant allocations do not cover premium costs. Premiums are covered in accordance with the central government scheme. In the accounts, a notional rate is used to calculate the pension cost. The estimated premium rate for 2005 is 12.0%.
Only salaries on scales A and B are included in the basis for calculating pension costs. Pensions are expensed on the basis of this rate multiplied by the accrued pension base in the organization. See also the policy note on pensions and Note 1 regarding inclusion in the income statement of imputed income for pensions.
Note 3 Other operating costs
2005 Lease, operation and maintenance of public premises 45 525 Electric power, grid rental 77 103 Lease and maintenance of premises 137 694 Rolling stock 137 574 Operation, repairs and maintenance of machinery 94 976 Minor equipment purchases 4 783 Contractors and other externally purchased services 1 116 596 Travel, subsistence and accommodation 33 682 Telecommunications 36 704 Administrative costs 25 481 Accrued provision for costs 646 143 Transferred to renewals/capitalization -1 642 707 Total other operating costs 713 554
54 Note 4 Intangible assets
IT software Total Acquisition cost 1 Jan 2005 52 416 52 416 Additions in 2005 0 0 Disposals at acquisition cost in 2005 0 0 Acquisition cost 31 Dec 2005 52 416 52 416 Accumulated writedowns 1 Jan 2005 0 0 Writedowns in 2005 0 Accumulated depreciation 1 Jan 2005 0 0 Ordinary depreciation in 2005 17 732 17 732 Accumulated depreciation on disposals in 2005 0 0 Balance sheet value 31 Dec 2005 34 684 34 684
Depreciation period (useful life) 5 years straight line
Note 5 Property, plant and equipment
Other Oper- Facilities Emer- fittings ating under Infra- gency Machinery and Intangible build- con- structure equip- and equip- assets Land ings Buildings struction assets ment vehicles ment Total Acquisition cost inc. BaneService Acquisition cost 1 Jan 2005 52 416 289 393 0 1 533 590 4 570 285 13 102 641 0 1 336 235 93 897 20 978 457 Additions in 2005, item 23 5 700 0 463 574 0 0 13 694 415 483 383 Additions in 2005, item 30 1 231 000 1 231 000 Additions in 2005, supplementary (net) 170 660 0 2 992 173 652 From facilities under construction to other categories 171 316 0 106 606 -4 070 381 3 792 460 0 0 0 1 Disposals 2005, acquisition cost 0 0 -6 688 0 0 0 -607 989 -11 420 -626 097 Acquisition cost 31 Dec 2005 52 416 466 409 0 633 508 365 138 6 895 101 0 741 940 85 884 22 240 396 Accumulated writedowns 1 Jan 2005 0 0 0 0 0 0 0 Writedowns in 2005 0 0 0 0 0 0 0 0 0 Accumulated depreciation inc. BaneService 1 Jan 2005 0 0 343 710 0 0 0 928 373 39 088 1 311 171 Ordinary depreciation in 2005 17 732 0 0 46 032 0 411 627 0 44 259 5 861 525 511 Accumulated depreciation on disposals in 2005 0 0 -6 614 0 0 0 -520 746 -8 605 -535 965 Balance sheet value 31 Dec 2005 34 684 466 409 0 250 380 365 138 6 483 474 0 90 054 49 540 0 939 679
Depreciation period (useful life) 3–15 years 3–15 years 3–15 straight line straight line straight line straight line 10–60 years 20–60 years No depreciation No depreciation Business specific Business specific
55 Note 6 Financial income and costs
NOK 2005 Financial income Interest receivable -3 986 058 Currency gains Other financial income Total financial income -3 986 058
Financial costs Interest payable 2 077 023 Writedown of shares 0 Currency losses 0 Other financial costs 0 Total financial costs 2 077 023
Dividends from companies, etc. Dividends received 0 Total dividends received 0
Estimated interest payable on invested capital (NOK) 792 247 842
Basis for calculation of interest payable on invested capital (NOK)
31 Dec 2005 Average for the period Balance sheet value of intangible assets 52 416 52 416 Balance sheet value of property, plant and equipment 19 614 870 20 261 631 Total 19 667 286 20 314 047
Average tied-up capital in 2005 20 314 047 Fixed interest rate for 2005 3.90%
Note 7 Extraordinary items
2005 Extraordinary income 0 Total extraordinary income 0
Extraordinary costs 0 Total extraordinary costs 0
BaneService was demerged from Jernbaneverket in 2005. The transaction had no bearing on Jernbaneverket’s operations, operating subsidy and capital grant. No compensation was given for the demerger. For accounting purposes, the transaction was treated as an owner’s withdrawal of net assets.
56 Note 8 Net reconciliation to State Treasury for grant-financed enterprises (gross budgeted)
31 Dec 2005 1 Jan 2005 Change
Current assets Cash and bank 18 671 32 560 -13 889 Trade and other receivables 94 240 170 826 -76 586 Investments 100 100 0 Inventories 222 571 194 947 27 624 Subtotal A1 335 582 398 433 -62 851 Short-term liabilities Accounts payable -109 716 -212 318 102 602 Holiday pay provision -121 832 -127 782 5 950 Other pay-related provisions 53 555 -49 092 102 647 Accrued liabilities 126 268 -214 691 340 959 Other short-term liabilities -4 329 -4 329 Subtotal A2 -56 054 -603 883 547 829 Long-term liabilities Unallocated amount -67 483 4 002 -71 485 Other items 0 Other liabilities -329 923 -343 670 13 747 Subtotal A3 -397 406 -339 668 -57 738
Net accrual items A -117 878 -545 118 427 240
Major reconciling items to State Treasury cash-based payables Current assets Cash account (own bank accounts, cash holdings)126 141 -15 Advances to employees 0 0 0 Other receivables 144 216 46 757 97 459 Short-term liabilities Employee withholdings -53 011 -62 055 9 044 Deposits 0 0 0 Other liabilities -23 885 -17 261 -6 624
Reconciling items B 67 446 -32 418 99 864
Balance per State Treasury A+B -50 432 -577 536 527 104
57 Note 9 Reversal of deferred income on fixed asset disposals
2005 Sale/writedown of property 0 Sale/writedown of machinery, equipment, etc. Sale/writedown of other operating assets 584 Reversal of deferred income on fixed asset disposals 584
Withdrawal of fixed assets on demerger of BaneService AS 89 548
Note 13 Investments in shares and business interests
Balance Bal. sheet Bal. sheet Registered Acquisition No. of Voting Result sheet value value office date shares interest for year equity capital a/c revenue a/c
Shares included in central government capital accounts (Shares Category 1 - higher education and research sector) BaneServiceProsjekt AS Oslo 100.0% 0 0 100 100 Balance sheet value 31 Dec 2005 0 0 00 00
Note 14 Inventories
2005 Acquisition value Inventory acquired for internal use 191 849 Inventory intended for onward sale 0 Total acquisition cost 191 849
Obsolescence Inventory valued at acquisition cost 0 Inventory valued at actual value (written-down value) 0 Total obsolescence 0
Total inventories 191 849
At 31 December 2005, no writedown had been made for obsolescence or discrepancies between the inventory management system and actual inventory. Procedures adapted to the accrual principle are under development and scheduled for implementation in 2006.
58 Note 16 Trade receivables
2005 2004 Trade receivables at face value 26 259 70 829 Provision for bad debts -4 686 0 Total trade receivables 21 573 70 829
Trade receivables were valued during 2005. Receivables older than 90 days where two reminders have been sent are deemed bad debts. Cases referred to the Ministry of Transport and Communications for a decision are not included.
Note 18 Accrued income/Prepaid expenses
2005 Prepaid expenses 39 994 Total receivable 39 994
Accrued income 7 608 Provision due to/from Directorate 2 038 Provision due to/from BaneEnergi 24 648 Provision due to/from Infrastructure Construction* -212 484 Provision due to/from Traffic Management 422 Provision due to/from Infrastructure Management 51 658 Total payable -126 110
* At 31 December 2005, Infrastructure Construction had a net receivable in projects under construction, relating to projects that have been brought forward.
Note 19 Bank deposits, cash, etc.
2005 Deposits in state group account scheme (net budgeted enterprises) 0 Other bank accounts 18 544 Petty cash and other cash holdings 127 Total bank deposits and cash 18 671
59 Note 20 Other short-term liabilities
2005 Payable to employees 119 Advances from customers 140 Severance provision 4 207 Miscellaneous short-term liabilities 4 190 Total other short-term liabilities 8 656
Note 21 Liabilities
2005 2004 Flytoget AS right to operational priority 329 923 343 670
External financing of fixed assets Contributor Jærbanen 815 815 Municipality Ofotbanen 145 286 145 286 LKAB Lademoen 1 500 1 500 Municipality Level crossings, Eastern Region 1 632 1 632 Various Combined change in liability -4 261 Total long-term liabilities relating to external financing 144 97 49 233
Flytoget AS har en prioritetsavtale med Jernbaneverket for kjøring på Gardermobanen. Denne rettigheten ble etablert på det tidspunkt hvor Gardermobanen ble overført fra Flytoget AS til Jernbaneverket.
Flytoget AS has a priority agreement with Jernbaneverket for train operation on Gardermoen line. This right was established at the time the Gardermoen line was transferred from Flytoget AS to Jernbaneverket.
Long-term liabilities relating to external financing are treated for accounting purposes in parallel with liabilities relating to fixed assets (see policy note). These liabilities are not payable, but Jernbaneverket has an obligation to the contributors to keep this part of the infrastructure in operation.
In addition Jernbaneverket has the following liabilities or contingent assets that are either uncertain or impossible to value:
– Rental of surplus capacity on the fibreoptic cable network – Clean-up of contaminated land, particularly creosote pollution – Maintenance/protection of infrastructure that has historical value
These are not capitalized.
An autumnal scene on the Ofoten line. Photo: Tore Holtet
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62 Contact details
Jernbaneverket has offices and operating bases in various locations across Norway. For more information, please visit our website at www.jernbaneverket.no or call our nationwide 24-hour switchboard:
Tel. (+47) 22 45 50 00
Our postal address: Jernbaneverket Postboks 4350 2308 HAMAR Norway
Published by Jernbaneverket, Oslo, May 2006 Print run: 500 Layout and design: Geelmuyden.Kiese Cover photos from left: Sven Goll, Rune Fossum/Jernbanefoto.no, Ole Walter Jacobsen Printing/production: Jonny Fladby AS English translation: Tom Ellett, Alba Scandinavia Translations
63 www.jernbaneverket.no 64