Rs 2002 Eng 20 Juni

Annual Report 2002 Contents Director General’s review .............................. 1 What is Jernbaneverket?................................ 2 Organisational structure ................................ 3 Safety .................................................................. 4 Finance and efficiency.................................... 8 Operations and maintenance Capital expenditure – rail network development State Accounts for 2002 Human resources ............................................ 14 Personnel and working environment Competitiveness .............................................. 16 The Norwegian railway network Map: Line priority Key figures for the national rail network Traffic volumes on the national rail network Punctuality ........................................................ 20 Environmental protection ............................ 22 International activities.................................... 24 Cover: Nina Rognved, construction supervisor, in the tunnel under construction between Jong in Bærum and Asker station. Cover photo: Ole Walter Jacobsen Photo: Rune Fossum, Helge Sunde, Njål Svingheim, Jofri Lunde. www.jernbaneverket.no Director General’s review Director General Steinar Killi Norway’s railways are in transition. Like ing the loading gauge and installing environment. Environmental manage- most other European countries, Norway automatic train control. Capacity on the ment forms an integral part of has signed up to international agree- Vestfold line increased by over 16% Jernbaneverket’s management systems. ments that pave the way for greater when the new passing loop at Nykirke In summer 2002, Jernbaneverket competition on the rail network. In the opened. Unfortunately some Oslo subur- restructured its Traffic Management first instance, this will apply to freight ban lines and the Bergen–Arna section function, hiving it off from the regions traffic with effect from 15 March 2003. are now overloaded, operating at full into a separate department.The The Government of Norway has also capacity during the rush hour.This telecommunications business, BaneTele decided to put passenger services on means that Jernbaneverket is unable to AS, was transferred entirely to the several lines out to competitive tender. accommodate the demands of train Ministry of Trade and Industry. These developments call for efficiency operators for more train paths. At 31 December 2002, Jernbaneverket and good planning. During 2002, an There is an ongoing debate on rail's had 3 536 permanent employees, 41 extensive restructuring process got future. As the bus industry is deregu- fewer than at the previous year-end. under way, designed to equip Jernbane- lated, the railway is facing increased Jernbaneverket is a changing organisa- verket for the stricter financial regime competition. Competition for public tion, and as in previous years, our staff and greater demands for efficiency that funding for infrastructure works has also have shown a great deal of loyalty and we expect to see in future.We expect to intensified. Instead of maintaining its flexibility. I should like to thank them all complete this restructuring in 2003. competitiveness, as originally envisaged for their hard work in 2002. 2002 was the best year ever for rail by the National Transport Plan 2002–11, safety in Norway.There should be no rail’s position is being weakened. Only room for doubting the safety of two years into the plan, there is already Norwegian railways, and all the signs are an accumulated shortfall of NOK 1.1 bil- that our determined safety drive in lion in rail investment. As a result, recent years is paying off.There were no Jernbaneverket has been forced to Steinar Killi fatal accidents involving passengers or revise its previously agreed plans for railway staff, and no-one was killed on network development. level crossings.This is an encouraging During 2002, Jernbaneverket was development.Three people died after involved in interdepartmental work to trespassing on or near the railway. prepare a basis for the National The Norwegian rail network is in the Transport Plan 2006–15. As part of this process of modernisation. In 2002, work process, an environmental vision state- continued on the new double track ment for the Norwegian transport sector between Asker and Sandvika, while was drafted, stating that transport must other lines were modernised by increas- not cause serious harm to people or the 1 What is Jernbaneverket? Jernbaneverket reports directly to the Ministry of Transport and Communications. The Ministry monitors the activities of Jernbaneverket through regular departmental meetings and periodic reports from Jernbaneverket. Jernbaneverket is responsible for: The public rail network is a vital part Jernbaneverket’s principal ■ Developing and operating a rail net- of the infrastructure of society. objectives are: work that meets the requirements of Development and operation of the net- ■ Rail transport must not result in loss society and the market in terms of work is therefore a socioeconomic task, of human life, serious human injury, or safety, accessibility, speed, axleload, which has to be viewed in the same con- serious damage to rolling-stock or the train frequency, loading gauge, com- text as other socioeconomic activities. environment (the zero objective). All fort, ambience, environmental protec- Jernbaneverket aims to help the coun- changes must be geared towards tion and public information try achieve its transport policy objec- improving safety, to ensure that rail ■ Railway stations and terminals, includ- tives and to promote rail as a safe, com- remains the safest form of land-based ing public spaces, access, car parks petitive form of transport, forming part transport. and other public facilities necessary of an integrated network. ■ Jernbaneverket must make better use for users of rail services Jernbaneverket has drawn up strate- of resources in exercising its responsi- ■ Timetabling, i.e. allocating train paths gies and principal objectives for the fol- bilities and conducting its operations. to operators lowing six core areas: ■ Jernbaneverket must be an attractive ■ Traffic management, i.e. operational These objectives are intended to pro- workplace. control of traffic on the rail network vide direction for the internal manage- ■ Jernbaneverket must work to increase ■ Studies and planning in the rail sector ment of the business. rail’s market share where rail trans- ■ Entering into track access agreements port is socioeconomically viable. P with train operators licensed to run u ■ At least 90% of all trains must run on n services on the national rail network c time. t u ■ Jernbaneverket must reinforce the a re H lity environmental benefits of rail trans- u s S port. o m a fe u a r n c ty e s C E o n p m m ro v e ir p te n o e ta n F titiv c - e in tio l ff a ic e n n ie c n e e n a s c s y n d 2 Organisational structure The Director General is the chief execu- form indicators, monitors, signage, ■ Railway Consulting (BanePartner), tive of Jernbaneverket. information boards, public address Jernbaneverket’s consulting engi- The Head Office is in overall charge of systems, online information, etc.) neers coordinating Jernbaneverket’s opera- ■ Capacity allocation and timetabling, ■ Electric Power Supplier (BaneEnergi), tions, and sets the conditions for use of including analysis of optimum con- Jernbaneverket’s electricity supplier the public rail network, train services nectivity, punctuality and speed ■ Telecommunication Services and associated activities.This includes (BaneTele AS), which on 1 July 2001 safety-critical activities such as design- The Infrastructure Construction was reconstituted as a limited com- ing and maintaining safety management department acts as developer for railway pany. Initially the company was systems, and carrying out safety analysis. construction projects, from the detailed wholly owned by Jernbaneverket, but The four regions play the role of owner planning stage through to completion on 20 December 2002 it was trans- in managing the national rail network. of the new infrastructure. ferred to the Ministry of Trade and The Traffic Management department The supplier units, which supply Industry. is in charge of traffic management at goods and services to Jernbaneverket operational level. Its principal responsi- and external clients alike, are: The Norwegian Railway Museum bilities are as follows: ■ Railway Production (BaneProduksjon), (Norsk Jernbanemuseum) is in charge of which supplies rail-related contract- historical documentation and promot- ■ Train control and dispatching, and ing services using light machinery ing Norwegian railway history. control of the overhead power supply ■ Railway Contractors (BaneService), Jernbaneverket’s organisational struc- to electric trains which supplies rail-related contract- ture is currently under review. A new ■ Passenger information systems (plat- ing services using specialised equip- structure will be put in place during 2003. ment and heavy machinery Organisational chart, Management 31 December 2002 Director General Board Director International, Safety Director Legal and Administrative Affairs Executive Director Executive Director Technical Systems Finance, Strategy and Human Resources Executive Director Executive Director Infrastructure Traffic, Market Relations Management and Communication Infrastructure Management Business Units Traffic Management Eastern Region Infrastructure Management Internal Boards: Traffic Management Southern Region

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