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Summary from the Annual Report 2014 Ruter in 2014 Summary from the annual report OMSLAGSSIDE 1 1 The light blue colour on the cover of the annual report for 2014 is to reflect the tram and its importance in Ruter’s service provision. The tram has been part of the services provided to the people of the city since 1875 and is becoming ever more important to more people. Those travelling by tram represent the share of the population who are the most satisfied with the public transport services. Since 2008, the number of passengers has grown by more than 20%. But the tram is full and has no capacity for further growth. The current rolling stock is also reaching its maximum age. A tram project has therefore been established to give the city new trams and an upgraded infrastructure. 2 Contents 1. Ruter As 5 2. Summary 9 3. Key fi gures 17 Ruter Annual Report 2014 / Ruter AS 3 Ruter will offer attractive and environmentally friendly public transport services and create a vibrant capital region. Behind from left: Rune Pedersen / Økonomidirektør Ellen Marie Rogde / Salg og markedsdirektør Bernt Reitan Jenssen / Adm. direktør Hanne Bertnes Norli / Utviklingsdirektør Marit Elin Leite / Kvalitetsdirektør Anders Finckenhagen / Produksjonsdirektør Front row from left: Tore Kåss / Plandirektør Marit Westvig / Juridiskdirektør 4 Ruter Annual Report 2014 / Ruter AS Ruter As Ruter is the administration company responsible for public transport services 1 in Oslo and Akershus. Ruter plans, commissions and markets public transport services. Ruter’s function, rooted in its business concept, is Both forms of agreement are designed to ensure to provide attractive and environmentally friendly transparency, establish incentives and achieve public transport services, and in doing so promote effi ciency benefi ts. a vibrant capital region. This involves the develop- ment, planning, commissioning and marketing of Ruter’s background and history a public transport service network which, within Ruter AS began operations on 1 January 2008. stipulated fi nancial frameworks, most effectively It was formally established in 2007 following the meets the public transport policy targets set out by merger of AS Oslo Sporveier and Stor-Olso Lokal- Oslo municipality and Akershus County Council. trafi kk a.s. (SL) – the two companies responsible for public transport in Oslo and Akershus at the time. The administration company Ruter As is owned The history of Oslo Sporveier extends back to 1875, jointly by Oslo municipality (60%) and Akershus during which time the company had responsibility County Council (40%). The aim is to channel all for the operation of a variety of transport services. public subsidy of public transport in Oslo and From 1973, on behalf of Oslo municipality, Oslo Akershus, with the exception of state subsidies Sporveier performed a combined commissioning provided to NSB, via Ruter, and by doing so promote and contract administration function together with transparent fi nancial management and focused other operators within a joint fare and ticketing administration. It is not the company’s aim system for the Oslo area. In 2006, Oslo Sporveier to return a profi t for its owners. was split into an exclusively administration company and a production company –now known as Transport services are run by operating companies Sporveien Oslo AS – with subsidiaries established under contracts with Ruter. In the case of bus and for the Metro, tram, and bus networks and units ferry services, contracts are awarded under compe- devoted to infrastructure and workshop operations. titive tender. In the case of Metro and tram services, a frame agreement has been entered into with the SL was established in 1975 as a purely admini- municipally-owned Sporveien Oslo AS on the basis stration company. It was owned jointly by the of direct procurement. This comes into force in state, Oslo municipality and Akershus County 2014. The agreement specifi es levels of production, Council, each with a one-third share. In practice, quality and reimbursement. SL functioned as a commissioning company for bus Ruter Annual Report 2014 / Ruter AS 5 Ruter As – organisasjon LEDE Main process Main process Main process Main process SALES AND MARKETING DEVELOPMENT PRODUCTION QUALITY Support functions: Support functions: Support functions: Support functions: Market communications Infrastructure and environment Production data Contract Sales and payment solutions Transport services Production support Quality Services Tram project Production information Rail contract management Marketing directors Information and Customer information coordination centre Securing sales/revenue ANALYSIS STRATEGY FINANCE HR/ADM IT COMMUNICATION Ruter operates with a process organisation structure within which eleven cross-disciplinary operate under the four main processes of Sales and Marketing, Development, Production and Quality. Six support functions involving corresponding teams assist both with work linked to the main processes and with the management of the company. Issues within the Ruter organisation are dealt with according to a process chain moving from left to right. This ensures that processes are carried out from a customer perspective, and that issues are addressed in a purposeful and quality-assured manner. The “Sales and Marketing” process aims to make sure that assessments. as many people as possible travel by public transport by making our services meet our current and potential future The aim of “Strategy” is to contribute towards providing customers’ needs. Our aim is to achieve a strong market Ruter with a long-term strategy for public transport position and ensure stable sources of revenue. provision in line with policy frameworks and society’s needs, and to influence the terms of reference under which public The aim of the “Development” process is to develop transport provision operates. Ruter’s transport services and make plans for essential infrastructure that ensure we meet the future needs of the The aim of “Finances” is to establish a true picture of market and support the sustainable development of the revenue and expenditure associated with cash flows and capital region. finances linked to public transport provision in Oslo and Akershus. The “Production” process is aimed at ensuring the operating companies deliver their services as contracted The aim of “HR/Admin” is to ensure that Ruter is an and meet the needs and expectations of customers in terms attractive employer and that our expertise puts us in a of service provision, and at increasing customer satisfaction position to address our responsibilities in the best way and growth in public transport use. Production is respon- possible. sible for traffic information, ensuring customers receive correct updates via SIS, monitoring daily traffic and taking The aim of “IT” is to deliver reliable, advanced development appropriate action if unwanted events occur. and professional operation of electronic information and communications technology to make an active contribution The aim of the “Quality” process is to consolidate Ruter’s to Ruter’s aim of achieving satisfied customers and a strong reputation by ensuring high-quality public transport service market position. provision. The aim of “Communication” is to ensure that Ruter The aim of “Analysis” is to deliver analyses of processes remains true to its values in terms of its communications carried out within the company, and in so doing generate and representative functions both in-house and externally. a sound and relevant foundation for further analysis and and ferry services in Akershus, and between The establishment of Ruter as a joint administration Akershus and Oslo. Agreements established company for Oslo and Akershus provided an oppor- between the state, Oslo municipality and Akershus tunity to create a single fare and ticketing system County Council involving SL provided the backdrop for the region as a whole. This aspect of the merger for practical joint agreements regarding fares, process was completed in October 2011. Today, colla- ticketing and financial accounting between the three boration and agreements between Ruter and NSB transport companies SL, Oslo Sporveier and NSB. ensure that train services remain within the system, There continued to be one system for Oslo and and that agreements exist for combined tickets for another for Akershus and services which operated journeys to and from areas outside Akershus. across the boundary. Title provisions enabled customers to combine tickets from the two systems. Further development of a strategic management However, for the companies, regulatory bodies and model owners, financial settlement agreements for Transport services are managed under contracts journeys made using “foreign” tickets generated entered into between Ruter, the operating companies, considerable problems. and other suppliers. Based on public transport 6 Ruter Annual Report 2014 / Ruter AS policy targets set out in municipal and county Goal management system administrative planning documents, a joint vision In 2013, as part of its work to improve manage- has been established – “Together we make public ment procedures, Ruter continued to develop a transport the natural first choice”. This vision repre- goal management system. Our values, vision, sents the foundation of Ruter’s strategic plans. business concept, customer guarantee, market Strategic planning is carried out in accordance with position targets and overall targets are all supple- the shareholders’ agreement and is an important
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