Rail Liberalisation Index 2011
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FNM Group Corporate Presentation
FNM Group Corporate Presentation Mid & Small Conference April 2020 The FNM Group B Overview B The Core Business B The reference context FY 2019 Financial Results 2020 Outlook The FNM Group | Overview The Group in short Shareholders • FNM S.p.A. ("FNM"orthe“Group") was established in 1879 with the Free Float objective of building and managing the railway infrastructure of the Lombardy Region. Today, FNM is one of the main transport and mobility operators in Northern Italy, operating in 5 regions (Piedmont, Lombardy, 57.6% 14.7% 27.7% Emilia Romagna, Veneto, Friuli Venezia Giulia), in the sector of passenger and freight transport, or more in general within the field of sustainable mobility according to an integrated model. The Group is the foremost non‐ Integrated leading player governmental Italian investor in the sector in transports and mobility in Lombardy • The Group operates in different segments: Local railway Public Transport through FNM, Ferrovienord, Nord Ing The stock price ‐ 2019 and Trenord Local road Public Transport through bus services with FNM Autoservizi, ATV and La Linea and electric car‐sharing service with E‐ Most recent Vai price* €0.46 Railway Cargo Transport with Malpensa Intermodale, Malpensa Mkt Cap Distripark and DB Cargo Italia €200 mln • FNM is listed on the Mercato Telematico Azionario of Borsa Italiana • As at 31 December 2019, the Group had an average headcount of 2,268 employees Key Figures Key Financials € M 2014 2015 2016 2017 2018 2019 > 70 owned > 900 trains per day REVENUES 190,7 197,5 195,4 198,3 296,3 300,6 trains on the network EBITDA ADJ44,651,755,754,767,869,6 (200,000 passengers) % on revenues 23,4% 26,2% 28,5% 27,6% 22,9% 23,2% EBIT 19,324,224,827,731,430,3 > 330 km Fleet % on revenues 10,1% 12,2% 12,7% 14,0% 10,6% 10,1% network managed NET RESULT 21,1 20,1 26,3 35,0 28,5 30,3 > 700 busses owned by the Group NFP (Cash) (8,4) (27,5) (28,8) 40,2 22,5 (107,4) in Lombardy Adj. -
Green Cargo AB
Bane NOR SF Postboks 7113 St. Olavs plass NO-0130 Oslo Postboks 4350 2308 HAMAR Besøksadresse: Karl Johans gate 41 B, Oslo Telefon: 22 99 59 00 Att.: Telefaks: 22 99 59 03 [email protected] www.sjt.no Saksbehandler: Kemal Zulovic, 22995958 Vår ref.: 16/328-64 Deres ref.: Dato: 07.04.2017 Vedtak etter klage fra Green Cargo AB 1 Innledning Statens jernbanetilsyn (tilsynet) viser til varsel om vedtak av 19. desember 2016 etter klage fra Green Cargo AB (Green Cargo), og kommentarer til varselet fra henholdsvis Bane NOR SF (det tidligere Jernbaneverket; i det videre «Bane NOR») av 31. januar 2017 og Green Cargo av 27. januar 2017. Klagen fra Green Cargo av 31. mars 20161 gjelder Bane NORs beslutning av 8. mars 2016 om tildeling av ruteleier som ble tilgjengelige som følge av Cargolink AS (Cargolink) sin markedsuttreden i mars samme år. Klagen retter seg spesifikt mot Bane NORs tildeling av det ene av to tilgjengeliggjorte ruteleier på strekningen Alnabru-Trondheim (det omstridte ruteleiet) til CargoNet AS (CargoNet) fremfor Green Cargo. Tilsynet beklager at det har tatt lang tid å behandle saken. Green Cargo har i klagen anført to grunnlag for hvorfor det omstridte ruteleiet skulle ha vært tildelt Green Cargo. For det første mener Green Cargo at tildelingen «ikke er foretatt i henhold til gjeldende fordelingskriterier».2 For det andre mener Green Cargo at beslutningen medfører en «klar forverring av konkurransesituasjonen» på strekningen Alnabru – Trondheim.3 Klagen er fremsatt i medhold av den tidligere gjeldende fordelingsforskriften § 9-4, som etter første ledd oppstilte adgang til å klage til tilsynet over blant annet tildeling av infrastrukturkapasitet. -
Firstgroup Plc Annual Report and Accounts 2015 Contents
FirstGroup plc Annual Report and Accounts 2015 Contents Strategic report Summary of the year and financial highlights 02 Chairman’s statement 04 Group overview 06 Chief Executive’s strategic review 08 The world we live in 10 Business model 12 Strategic objectives 14 Key performance indicators 16 Business review 20 Corporate responsibility 40 Principal risks and uncertainties 44 Operating and financial review 50 Governance Board of Directors 56 Corporate governance report 58 Directors’ remuneration report 76 Other statutory information 101 Financial statements Consolidated income statement 106 Consolidated statement of comprehensive income 107 Consolidated balance sheet 108 Consolidated statement of changes in equity 109 Consolidated cash flow statement 110 Notes to the consolidated financial statements 111 Independent auditor’s report 160 Group financial summary 164 Company balance sheet 165 Notes to the Company financial statements 166 Shareholder information 174 Financial calendar 175 Glossary 176 FirstGroup plc is the leading transport operator in the UK and North America. With approximately £6 billion in revenues and around 110,000 employees, we transported around 2.4 billion passengers last year. In this Annual Report for the year to 31 March 2015 we review our performance and plans in line with our strategic objectives, focusing on the progress we have made with our multi-year transformation programme, which will deliver sustainable improvements in shareholder value. FirstGroup Annual Report and Accounts 2015 01 Summary of the year and -
The Norwegian Railway Museum
2009 On track for More! Photo: RuneFossum,Jernbanefoto.no Parliament Jernbaneverket in Norwegian Government society Ministry of Ministry of Fisheries and Transport and Coastal Affairs Communications Norwegian Railway Inspectorate Norwegian Coastal Public Road Avinor AS Administration Administration (airports) The national transport agencies jointly Train companies formulate proposals for the National Transport Plan (NTP) Passengers Freight shippers Ownership In 1996, the former Norwegian State Railways (NSB) was split into a train company, NSB BA, and an infrastructure manager, the Norwegian National Rail Administration (Jernbaneverket). Jernbaneverket owns: • Railway lines • Platforms and waiting areas • Stations built since 1996 • Electrification equipment • Signals and interlockings • Traffic control systems • Telecommunications systems Our core processes • Planning, designing and constructing rail infrastucture • Operating and maintaining rail infrastructure • Allocation track capacity • Operational traffic management Our tasks • To provide Norway’s train companies with a safe and efficient transport system • To plan, improve and maintain the rail network, including stations and freight terminals • To manage rail traffic • To plan and produce timetables • To allocate track capacity between different train companies Our core areas • Safety, Punctuality and Customer Satisfaction • Productivity and Quality • Competence and Culture Our organizational structure National Transport Plan (NTP) 2010-2019 The Government’s White Paper for the -
Trenord Per Expo
All’EXPO con Trenord 1 LA LOMBARDIA SU FERRO TRENORD è nata il 3 maggio 2011 dalla 1.977 KM DI RETE FERROVIARIA fusione di due aziende leader nel trasporto ferroviario – Trenitalia (Divisione Regionale 422 STAZIONI Lombardia) e LeNORD (Gruppo FNM) con lo scopo di razionalizzare e ottimizzare il 39 DIRETTRICI servizio ferroviario in tutta la Lombardia. 10 LINEE SUBURBANE TRENORD è una società unica in Italia perché esclusivamente dedicata al trasporto 2 LINEE DI COLLEGAMENTO AEROPORTUALE pubblico ferroviario di un'intera regione, la più "mobile" del Paese (670.000 viaggiatori al giorno, circa 180 milioni l'anno, lungo 420 stazioni). Per altro Trenord collega Milano e la 4.208 DIPENDENTI Lombardia «al mondo» grazie a 2 collegamenti ferroviari con l’aeroporto di Malpensa, il OLTRE 670.000 VIAGGIATORI AL GIORNO Malpensa Express. 2.300 CORSE AL GIORNO Trenord detiene il 50% del capitale di TILO, la società ferroviaria che collega Bellinzona (in 41.000.000 TRENI/KM ANNO Svizzera) a Milano, Bergamo e all’aeroporto di Malpensa. 2 RETE FERROVIARIA REGIONALE Laghi Montagna Architettura Preistoria Arte Enogastronomia Turismo religioso 3 LE LINEE SUBURBANE Da Nord a Sud, da Est a Ovest, via Milano. Le LINEE S collegano i più grandi centri urbani della Lombardia tra di loro e con Milano. 4 LINEE SUBURBANE E PASSANTE Saronno- -Lodi Tra il 2004 e il 2012 è stato sviluppato il Mariano C. - -Mi Rogoredo Servizio Ferroviario Suburbano (linee S). Oggi sono attive 10 linee S di cui 5 che Saronno-Milano Cadorna percorrono il Passante Ferroviario di Milano (S1 S2 S5 S6 S13) e 5 che Camnago Lentate-Milano Cadorna interessano altre tratte del nodo di Milano (S3 S4 S8 S9 S11). -
7 Marco Barra Caracciolo Challenges in the Milna Airport
Challenges in rail infrastructure London 18.04.2016 Challenges in the Milan Airports railway extension programme FNM Group - the main rail transport and mobility group in Lombardy Aurelia FS Group Lombardy Region Others 2 Lombardy Region railway network RFI FERROVIENORD MXP MILANO 3 (Ferrovie Nord Milano) FNM Group FNM group FS group 319 km (Lombardy) 1.677 km (Lombardy) 55 million pax/year 125 million pax/year FERROVIENORD LeNORD TRENITALIA RFI 50% 50% TRENORD 4 Ferrovienord (FN) and Nord_ing (NI) FN is 100% owned by FNM; FN 2014 turnover is 120 M€ and about 900 employees; FN manages over 300 km network and 120 stations with 800 tr/day: one train every 3 minutes at Milano Cadorna station (at peak times); FN network is integrated with RFI’s, the national operator; FN provides maintenance of the network; with the support of NI, FN carries out upgrading works and manages all extensions and improvements works. NI is the in-house engineering company of the Group; NI is responsible for: - the design of railway works; - supporting FN for: job site direction, construction and safety management. 5 Projects and investments Investments on the network in the last ten years: 700 M € New Ferrovienord-Lombardy Region Agreement: - 20 new projects - 167 M € of investment 6 Malpensa Airport : T1-T2 railway extension T2 115 ML € by: -European Commission; -Lombardy Region; -Italian Ministry of Transport; -SEA Milan Airports; 3,5 KM depth of 8 to 10 m T1 TUNNEL TRENCH 7 First step of the “Global project” T2 MALPENSA AIRPORT T1 8 Design alternatives RFI alignment -
Utfordringer På Marienborg Rapport Fra Bergen Side 3 Nytt Fra Lodalen
verkstedarbeideren.no Nr. 2 - 2020 - Utgitt siden 1946 Utgiver: Statsbanenes Verkstedarbeiderforening, Oslo Ett år med jern- banereformen... Les mer på side 10 Utfordringer på Rapport fra Nytt fra Lodalen Marienborg side 6 side 12 Bergen side 3 Roboter med kunstig intelligens (IA) tar ikke jobbene våre Mikael Nyberg skrev i 2011 boken "Det store tågranet". Der beskrev han hvordan oppsplittingen av jernbanen i Sverige førte til ansvarspul- verisering og forfall av den svenske jern- banen. Nils Bull, Leder Statsbanenes Verksted- ter.De ansatte underlegges nitid før er at mye av industrien er arbeiderforening, Oslo kontroll på alt de gjør. utflytta fra gamle industriland til Flate organisasjoner Eksemplene på dette er mange. Asia og Kina. I boka «Kapitalets automatikk» Lageransatte på Amazons - Robotene omgir arbeidsfolk i en som kom ut våren 2020 skriver (verdens største netthandel) lager moderne industri, men det er folk Nyberg om påstandene om at i Bielefeldt i Tyskland plukker de- som må legge til rette for at robo- jobbene overtas av roboter med ler fra et sted i lageret. Dette får ten skal få gjort jobben den er såkalt kunstig intelligens (IA). Han de beskjed om beskjed om via satt til. Det være seg legge pressa tar også opp mytene om at i det headsett. stålplater til rette på et transport- moderne kunnskapssamfunnet er bånd slik at roboten skal kunne det den moderne teknikken som Ansatte som ikke holder høyt nok- sveise. Det kan også legges til leder oss inn i et kreativt samfunn tempo får spørsmål om hvor- rette for at automatiserte dreie- med nettverk av flate organisasjo- for ,og "inspektører" kommer for benker skal få maskinert deler. -
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Index ability and interoperability 277 Austria 113, 150, 156, 177, 182, 192–4, access, non-discriminatory 43, 46, 201 303–21, 333 authorization process 286–9, 291–2, accounting separation 56, 68, 356–7 293, 294, 299, 300 acquisitions 182–9 autonomy, managerial 90–108 ‘additivity principle’ 326, 332, 338 auto transportation 240, 343, 346 Adelaide–Darwin 262 availability-based concessions 250, Adif 199 253, 255, 260, 268, 269 ageing population 30 avoidable cost principle 350 airport rail links (ARLs) 250, 252, 253, 268, 269 bankruptcies 98 air transport 127–8, 130, 343, 346, Banverket 58 359 Baritaud, M. 325 Alexandersson, G. 2, 59, 103–4, BBG (Federal Railways Act/ 106 Bundesbahngesetz) 192 Allais, Maurice 324, 330, 336 BCG study 102 Alleo 181 BDZ Cargo 154 alliances 179–82, 318 Beacon Rail 224 Alpha Trains 222 Beckers et al. 175 Amtrak 241, 343 Belgium 16, 113, 151, 153, 308 Angel 211, 223, 224 benchmark competition 242, 245 Arenaways 176, 196 Beria et al. 70 Arlanda Express 262, 263, 267 BLS AG 243 Arriva 100–101, 182, 202, 312, 313 BNA (Bundesnetzagentur) 307 Arriva RP 192 bottlenecks, monopolistic 42, 43, 48 Artesia 180 BRC 154 Arup 223 Brisbane Airtrain 262 asset management 227, 229 Britain see UK asset-only PPPs 252 British Rail 59, 61 assets brownfield concessions 270 return 317–18 BTRE 297 value 314–16, 320 Bulgaria 100, 154 ATOC (Association of Train Operating bundled regimes 82–3 Companies) 221, 223, 227 bus access 312–13 Augusta 193 business diversification 350, 360 Australia 222, 234, 261, 262, 297, 342, Butcher, L. -
Statnett Annual Report 2014
Annual report 2014 English Statnett Annual report 2014 Content The President and CEO comments on the 2014 annual report 4 Statnett’s strategy 6 This is Statnett 8 Statnett’s tasks 8 Organizational structure 9 Presentation of the Group management 10 Highlights 2014 12 The international interconnector between Norway and Germany is approaching realisation 12 Lofotringen sections now part of the main grid 12 Ørskog-Sogndal to be completed in steps 12 Skagerrak 4 and the Eastern Corridor strengthened transmission capacity to Denmark 12 Measures to improve information security 13 New Regulation and Market System (LARM) 13 Statnett’s former head office in Huseby has been sold 13 Ytre Oslofjord completed 13 Common price calculation in Northwest-Europe 13 Regional control centres in Sunndalsrøra and Alta merged 13 Financial framework conditions 14 Statnett’s revenues 14 Key figures 17 Corporate Social Responsibility 2014 18 Statnett’s corporate social responsibility reporting 18 Corporate social responsibility organisation 18 Statnett and society 19 Climate and the environment 24 Our employees 29 GRI 36 Corporate governance 41 Statement on corporate governance 41 Business 42 Equity and dividends 43 2 Statnett Annual report 2014 Equal treatment of owners and transactions with closely related parties 43 Freely negotiable 43 The Enterprise General Meeting 44 Election committee 44 Corporate Assembly and Board of Directors: composition and independence 44 The work of the Board of Directors 45 Risk management and internal control 46 Renumeration of the -
Samarbeidet Med Kymar Fungerer Utmerket «VIKTIG at DE HOLDER OSS ” Tolleiv Fløgstad Er Elektroinspektør Hos Dolphin Drilling As, Som Er Eiet Av Fred
Design: 07 Media / Moss 07 Design: HVIS DET ROTERER OG GÅR PÅ STRØM, SÅ FIKSER VI DET! OG TRENGER DU NOE NYTT, SÅ ORDNER VI DET OGSÅ. kymar.no - Systematisk tilstandskontroll kan være et viktig bidrag til å redusere kostnader for kundene våre, sier Frode A. Spange (t.v.) og Ulf R. Pettersen (foto: Ingeborg Thorsland) Vi skal være en viktig medspiller Noe av det første Ulf R. Pettersen gjorde etter han ble administrerende direktør i Kymar as, og representerer flere store produsenter. Sarpsfossen-Borregaard kraftverk. Her foretar var å kontakte kundene for å få vite hva de syntes. – Kymar fikk mange lovord, smiler han Dette betyr at vi kan finne frem til den beste de inngående tester, og etterat statoren er løsningen i felleskap med kunden, hvor kommet i drift, skal de regelmessig gjøre fornøyd. – Kundene berømmer servicementaliteten vår. Dette går på rask respons, at vi er ny motor blir veid opp mot overhaling/ nye sammenlignende målinger. Dermed effektive og løsningsorienterte. Og at vi har høy kompetanse reparasjon av den gamle. kan eventuelle feil oppdages tidlig og tiltak iverksettes for å unngå unødvendig – Tilstandskontroll er ett av områdene vi driftsstans. satser sterkt på, og her har vi ansatte med ymar har høstet mange og går på strøm, så fikser vi det!» sier de, godt nettverk av underleverandører, sier meget verdifull erfaring, opplyser Frode. – Vi skal fremstå som noe mer enn en gode skussmål for gjennom- før de legger til: «Og trenger du noe nytt, administrasjonssjef Frode A. Spange. - Å få – Vi utfører både elektriske og mekaniske tradisjonell reparatør og leverandør. -
THE POST-CONFERENCE PUBLICATION Authors: Michal Dubovan Peter Munkasi Matej Gera Petra Pejšová Anikó Grad-Gyenge Dániel G
Future of Copyright in Europe THE POST-CONFERENCE PUBLICATION Authors: Michal Dubovan Peter Munkasi Matej Gera Petra Pejšová Anikó Grad-Gyenge Dániel G. Szabó Péter Lábody Jan Vobořil Proofreading: Alan Lockwood THE BOOK IS A PART OF THE COPYCAMP 2016 PROJECT FINANCED BY THE INTERNATIONAL VISEGRAD FUND Graphic design and layout: KONTRABANDA Fonts used: Crimson Text, Bungee The book was published under the CC BY-SA 3.0 PL license. Publisher: Modern Poland Foundation, Warsaw 2016 ISBN 978-83-61730-42-2 COPYCAMP 2016: POST-CONFERENCE PUBLICATION 2 Future of Copyright in Europe INTERNATIONAL COPYCAMP CONFERENCE 2016 THE POST-CONFERENCE PUBLICATION Introduction 3 Michal Dubovan 6 Matej Gera 9 Anikó Grad-Gyenge 13 Péter Lábody 16 Peter Munkasi 19 Petra Pejšová 23 Dániel G. Szabó 28 Jan Vobořil 31 Introduction It is 2016 and it’s already the fifth time that we’ve met in Warsaw at CopyCamp. As usual, we invited authors, artists, members of the European Parliament, pirates, collecting societies, librarians, lawyers, scientists, teachers and many others who are interested in the impact of copyright and the information society. For CopyCamp 2016, we managed to gather the largest number of international guests to date, representing diverse points of view from many different parts of the world. By far the most speakers came from the Visegrad Group (V4) countries, and we’d like to make their perspectives even more visible by releasing this post-conference publication. And theirs are interesting perspectives, in particular due to the region’s specific history, which unavoidably affects the letter of copyright law and the practice of its application. -
Annex to 3Rd IRG-Rail Market Monitoring Report
IRG-Rail (15) 02a_rev1 Independent Regulators’ Group – Rail IRG–Rail Annexes to the 3rd IRG-Rail Annual Market Monitoring Report March 2015 IRG-Rail Annexes to the Annual Market Monitoring Report Index 1. Country sheets market structure.................................................................................2 2. Common list of definitions and indicators ...............................................................299 3. Graphs and tables not used in the report................................................................322 1 IRG-Rail Annexes to the Annual Market Monitoring Report 1. Country sheets market structure Regulatory Authority: Schienen-Control GmbH Country: Austria Date of legal liberalisation of : Freight railway market: 9 January 1998. Passenger railway market: 9 January 1998. Date of entry of first new entrant into market: Freight: 1 April 2001. Passenger: 14 December 2003. Ownership structure Freight RCA: 100% public Lokomotion: 30% DB Schenker, 70% various institutions with public ownership LTE: 100% public (was 50% private, new partner to be announced May 2015) Cargoserv, Ecco-Rail, RTS: 100% private TXL: 100% public (Trenitalia) Raaberbahn Cargo: 93.8% public SLB, STB, GKB, MBS, WLC: 100% public RPA: 53% private, 47% public (City of Hamburg: 68% HHLA, HHLA: 85% Metrans, Metrans: 80% RPA) Passenger ÖBB PV 100% public WLB, GKB, StLB, MBS, StH, SLB: 100% public CAT: 49.9% ÖBB PV, 50.1% Vienna Airport (public majority) WESTbahn: 74% private, 26% public (SNCF Voyageurs) Main developments Rail freight traffic once again receded slightly in 2013 on the previous year. The new entrants could raise their market share in traffic frequency (tons) from 23.2 to 24.9 percent, and their share in transport performance (net tons per kilometre) rose from 17.6 to 19.3 percent.