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Report on Railway Accident with Freight Car Set That Rolled Uncontrolledly from Alnabru to Sydhavna on 24 March 2010
Issued March 2011 REPORT JB 2011/03 REPORT ON RAILWAY ACCIDENT WITH FREIGHT CAR SET THAT ROLLED UNCONTROLLEDLY FROM ALNABRU TO SYDHAVNA ON 24 MARCH 2010 Accident Investigation Board Norway • P.O. Box 213, N-2001 Lillestrøm, Norway • Phone: + 47 63 89 63 00 • Fax: + 47 63 89 63 01 www.aibn.no • [email protected] This report has been translated into English and published by the AIBN to facilitate access by international readers. As accurate as the translation might be, the original Norwegian text takes precedence as the report of reference. The Accident Investigation Board has compiled this report for the sole purpose of improving railway safety. The object of any investigation is to identify faults or discrepancies which may endanger railway safety, whether or not these are causal factors in the accident, and to make safety recommendations. It is not the Board’s task to apportion blame or liability. Use of this report for any other purpose than for railway safety should be avoided. Photos: AIBN and Ruter As Accident Investigation Board Norway Page 2 TABLE OF CONTENTS NOTIFICATION OF THE ACCIDENT ............................................................................................. 4 SUMMARY ......................................................................................................................................... 4 1. INFORMATION ABOUT THE ACCIDENT ..................................................................... 6 1.1 Chain of events ................................................................................................................... -
Teknologiske Løysingar
Coastal Highway Route E39 Project aicep 26th March 2015 Lisboa Kjartan J Hove/ Kjersti Kvalheim Dunham / Jan Eirik Henning Norwegian Public Roads Administration National Transport Plan 2014-2023 Road funding Total budget - national roads (incl. toll road funding) 3.8 4.07 4.8 5.8 Annual average – billion EUR Meeting a Growing Market • More efficient planning • Faster and less fragmented construction • Cooperation with the consultant- and construction industries • National and international competition • Predictable funding Illustration: Colourbox National public road fundings 2014 – 2017 annualy average ~ 25% Operations and maintenance Investments ~ 75% – new projects Investments: NPRA’s contract portfolio Distribution of roughly 500 contracts 50 contracts large > € 6,6 mill. 150 contracts€ 1,3 – 6,6 mill. small 300 < € 1,3 mill. contracts Our aims as project portfolio owners Diversity and competition in the market Make it possible also for small and medium sized contractors to compete. Occupational health, safety and environment (HSE) We want to be exemplary within HSE. We want to be a force on improving methods, materials and technical solutions that enhance HSE. HSE – The staff of the sub-contractors appear to carry the largest risk Measures taken in the contracts: Maximum two levels of sub-contractors below the main contractor. The contractor’s own work force shall carry out at least 25% of the work (man-hours) Person(s) with the overall daily administrative responsibility shall be part of the contractor’s own staff. Sanction clauses Procurement Procedure, Road sector Goverend by EU procurement directive 2004/18/EEC Open competition, announcement in the EU database (TED) The respective NPRA Regional office (5) is the Contracting Agency Commonly 2 – 5 tenderers on large contracts Photo:Photo: Knut Kjell Opeide Soltvedt Project delivery and contract types A professional judgment is made to find the most suitable in each individual case. -
Measuring the Inaccurate: Causes and Consequences of Train Delays
Summary: Measuring the inaccurate: Causes and consequences of train delays TØI Report 1459/2015 Author(s): Askill Harkjerr Halse, Vegard Østli and Marit Killi Oslo 2015, 71 pages Norwegian language In this report, we argue that the rich available data on train performance and railway infrastructure should be used to get precise measurements of economic relationships in railway management. As one such exercise, we first show how temporary speed reductions on railway links caused by low infrastructure quality affects running time and delays for Norwegian freight trains. Even though each speed reduction only adds about 44-50 seconds to running time, speed reductions still contribute to delay at the destination. Secondly, we show that delays has a negative effect on demand for passenger and freight trains services. The corresponding demand elasticity is lower than the one implied by willingness-to-pay studies, consistent with evidence from Great Britain. In is widely acknowledged in the transportation economics literature that more reliable transport time constitutes an economic benefit. In the presence of unreliability, individuals and firms adjust by taking costly measures like departing early or keeping a safety stock of goods. The ‘cost’ of train delays is therefore the foregone benefits that could have been achieved if all trains were running on time. Much of the existing literature on railway punctuality is based on optimization and/or simulation, calling for more empirical studies. In the innovation project PRESIS, funded by the Research Council of Norway and the Norwegian National Rail Administration, we have developed methods to survey reliability in the Norwegian rail sector. -
Nasjona Signalplan 2020
National Signalling Plan 2020 1 LIST OF CONTENTS 1 INTRODUCTION AND SUMMARY ................................................................................................. 3 1.1 INTRODUCTION ............................................................................................................................ 3 1.2 SUMMARY ................................................................................................................................... 5 2 NATIONAL SIGNALLING PLAN ..................................................................................................... 6 2.1 GRAPHIC OVERVIEW – YEAR OF COMMISSIONING ........................................................................... 6 2.2 GRAPHIC REPRESENTATION IN MAP .............................................................................................. 6 3 DESCRIPTION PER LINE SECTION .............................................................................................. 8 4 DOCUMENT INFORMATION .......................................................................................................... 9 4.1 TERMINOLOGY ............................................................................................................................ 9 4.2 REFERENCES .............................................................................................................................. 9 A significant proportion of the signalling systems on the Norwegian railway network are nearing the end of their life expectancy. This is an overall plan for the -
Representing the SPANISH RAILWAY INDUSTRY
Mafex corporate magazine Spanish Railway Association Issue 20. September 2019 MAFEX Anniversary years representing the SPANISH RAILWAY INDUSTRY SPECIAL INNOVATION DESTINATION Special feature on the Mafex 7th Mafex will spearhead the European Nordic countries invest in railway International Railway Convention. Project entitled H2020 RailActivation. innovation. IN DEPT MAFEX ◗ Table of Contents MAFEX 15TH ANNIVERSARY / EDITORIAL Mafex reaches 15 years of intense 05 activity as a benchmark association for an innovative, cutting-edge industry 06 / MAFEX INFORMS with an increasingly marked presence ANNUAL PARTNERS’ MEETING: throughout the world. MAFEX EXPANDS THE NUMBER OF ASSOCIATES AND BOLSTERS ITS BALANCE APPRAISAL OF THE 7TH ACTIVITIES FOR 2019 INTERNATIONAL RAILWAY CONVENTION The Association informed the Annual Once again, the industry welcomed this Partners’ Meeting of the progress made biennial event in a very positive manner in the previous year, the incorporation which brought together delegates from 30 of new companies and the evolution of countries and more than 120 senior official activities for the 2019-2020 timeframe. from Spanish companies and bodies. MEMBERS NEWS MAFEX UNVEILS THE 26 / RAILACTIVACTION PROJECT The RailActivation project was unveiled at the Kick-Off Meeting of the 38 / DESTINATION European Commission. SCANDINAVIAN COUNTRIES Denmark, Norway and Sweden have MAFEX PARTICIPTES IN THE investment plans underway to modernise ENTREPRENEURIAL ENCOUNTER the railway network and digitise services. With the Minister of Infrastructure The three countries advance towards an Development of the United Arab innovative transport model. Emirates, Abdullah Belhaif Alnuami held in the office of CEOE. 61 / INTERVIEW Jan Schneider-Tilli, AGREEMENT BETWEEN BCIE AND Programme Director of Banedanmark. MAFEX To promote and support internationalisation in the Spanish railway sector. -
Platform of Rail Infrastructure Managers in Europe
P R I M E Platform of Rail Infrastructure Managers in Europe General Presentation November 2019 1 Main features . Acts as the European Network of Infrastructure Managers as established by the 4th Railway Package to: . develop Union rail infrastructure . support the timely and efficient implementation of the single European railway area . exchange best practices . monitor and benchmark performance and contribute to the market monitoring . tackle cross-border bottlenecks . discuss application of charging systems and the allocation of capacity on more than one network Added value . ‘Influencing’ function: industry able to affect draft legislation . ‘Early warning’ function: EC/ERA and industry - interaction and mutual understanding of respective ‘business’ . ‘Stress-test’ function: EC to test legislative proposals re their ‘implementability‘ . ‘Learning’ function: EC and IM to improve ‘Business’ function: Benchmarking of best practice to enhance IMs effectiveness and capabilities 2 The Evolution of PRIME – timeline Today September October March 2014 June 2016 The European Network of Rail IMs 2013 2013 First 8 IMs to EC proposes 26 participants, 40 members, 5 observers sign the 7 participants Declaration of 5 subgroups, 6 subgroups, Declaration of 2 subgroups: Intent to all IMs cooperation with 2 cooperation platforms Intent KPIs and benchmarking to set up PRIME regulators ad hoc working groups Implementing Acts ad hoc security group, PRIME PRIME PRIME 3 Members As of 20 December 2018: EU Industry Members Industry observers 20. Lietuvos geležinkeliai, LT European Commission 1. Adif, ES 1. CER (member) 2. Bane NOR, NO 21. LISEA, FR 2. EIM 3. Banedanmark, DK 22. MÁV Zrt , HU 3. RNE ERA (observer) 4. -
MEDIA PLANNER 2019 Irjinternational Railway Journal
MEDIA PLANNER 2019 IRJInternational Railway Journal YOUR GLOBAL MEDIA PARTNER MEDIA PLANNER 2019 THE IRJ BRAND IRJ The global source of railway news THE IRJ BRAND Since its launch in 1960 as the world’s first truly global railway trade publication, International Railway Journal (IRJ) has set the bar for news coverage, analysis and in-depth reports on the latest technologies and trends to keep railway managers, engineers, and suppliers around the world up-to-date with developments in the global rail industry. HIGHLY RESPECTED EDITORIAL TEAM IRJ’s highly respected and knowledgeable team of journalists, regional editors and correspondents travel the world to produce in-depth and insightful reports on the latest railway and transit projects. IRJ sets a high standard for impartial reporting and bold design, while its easy-to-navigate website consistently carries a high-volume of quality news articles, making it a leading online news destination for the rail industry. EXTENSIVE GLOBAL REACH IRJ’s standing in the market is reflected in its extremely loyal readership and steadily-growing website traffic. According to our latest ABC audit1, 84% of IRJ’s total circulation of 10,324 railway professionals is requested compared with just 20.6%2 for our nearest competitors. IRJ’s growing global reach encompasses our monthly print magazine, interactive digital edition, news-leading website, daily and weekly newsletters, social media, webinars, and conferences. YOUR MEDIA PARTNER IRJ is one of the few constants in a rapidly-changing world, with new markets emerging, organisations restructuring, suppliers merging, and the continuous evolution of digital technologies. IRJ is your ideal partner to help your business grow and prosper. -
Upcoming Projects Infrastructure Construction Division About Bane NOR Bane NOR Is a State-Owned Company Respon- Sible for the National Railway Infrastructure
1 Upcoming projects Infrastructure Construction Division About Bane NOR Bane NOR is a state-owned company respon- sible for the national railway infrastructure. Our mission is to ensure accessible railway infra- structure and efficient and user-friendly ser- vices, including the development of hubs and goods terminals. The company’s main responsible are: • Planning, development, administration, operation and maintenance of the national railway network • Traffic management • Administration and development of railway property Bane NOR has approximately 4,500 employees and the head office is based in Oslo, Norway. All plans and figures in this folder are preliminary and may be subject for change. 3 Never has more money been invested in Norwegian railway infrastructure. The InterCity rollout as described in this folder consists of several projects. These investments create great value for all travelers. In the coming years, departures will be more frequent, with reduced travel time within the InterCity operating area. We are living in an exciting and changing infrastructure environment, with a high activity level. Over the next three years Bane NOR plans to introduce contracts relating to a large number of mega projects to the market. Investment will continue until the InterCity rollout is completed as planned in 2034. Additionally, Bane NOR plans together with The Norwegian Public Roads Administration, to build a safer and faster rail and road system between Arna and Stanghelle on the Bergen Line (western part of Norway). We rely on close -
Norconsult Annual Report 2015 Rev.Indd
ANNUAL REPORT 2015 No. 1 Career Barometer 3,000 Employees NEW BUSINESS CONCEPT, VISION >10,000 AND MISSION Projects Business Concept: «Norconsult ensures the quality of clients’ infrastructure and building projects by providing value-enhancing 28 consulting expertise» Employees with a PhD Vision: «We create solutions for the most challenging projects» 3,975 Mission: Sales MNOK «We use our know-how to enhance the world around us» 52 Countries with projects Countries with permanent offi ces Countries with projects in 2015 Countries with projects since 1956 Cover photo: Fornebuporten. Photo: NTB Scanpix. 2 CONTENT 4 CEO’s Report 6 This is Norconsult 8 Annual Report 2015 15 Income Statement 16 Balance Sheet 18 Strategy towards 2018 19 Corporate Governance 20 Expertise 21 BIM 22 Community Involvement 23 Working Environment 24 Our Market 30 Selected Projects from 2015 38 Offi ces and Addresses 3 CEO’s Report Strong momentum entering 2016 With sales of almost NOK 4 billion, Norconsult has confi rmed its position as a market leader in Norway, and as an established international challenger. Norconsult enters 2016 with strong momentum, having achieved the fi nancial targets the company set itself at the start of the year. External conditions became increasingly to boost the company’s competitiveness Professional Survey. We believe that our hostile in 2015, leaving many of our moving forward. focus on further education, management colleagues in the oil industry facing an development, professional network- uncertain future. It is therefore pleasing The industry’s leading lights ing, innovation courses, BIM (Building to confi rm that Norconsult has held its Norconsult’s workforce is selected from Information Systems) and other types of course in the face of such turbulence. -
List of Numeric Codes for Railway Companies (RICS Code) Contact : [email protected] Reference : Code Short
List of numeric codes for railway companies (RICS Code) contact : [email protected] reference : http://www.uic.org/rics code short name full name country request date allocation date modified date of begin validity of end validity recent Freight Passenger Infra- structure Holding Integrated Other url 0006 StL Holland Stena Line Holland BV NL 01/07/2004 01/07/2004 x http://www.stenaline.nl/ferry/ 0010 VR VR-Yhtymä Oy FI 30/06/1999 30/06/1999 x http://www.vr.fi/ 0012 TRFSA Transfesa ES 30/06/1999 30/06/1999 04/10/2016 x http://www.transfesa.com/ 0013 OSJD OSJD PL 12/07/2000 12/07/2000 x http://osjd.org/ 0014 CWL Compagnie des Wagons-Lits FR 30/06/1999 30/06/1999 x http://www.cwl-services.com/ 0015 RMF Rail Manche Finance GB 30/06/1999 30/06/1999 x http://www.rmf.co.uk/ 0016 RD RAILDATA CH 30/06/1999 30/06/1999 x http://www.raildata.coop/ 0017 ENS European Night Services Ltd GB 30/06/1999 30/06/1999 x 0018 THI Factory THI Factory SA BE 06/05/2005 06/05/2005 01/12/2014 x http://www.thalys.com/ 0019 Eurostar I Eurostar International Limited GB 30/06/1999 30/06/1999 x http://www.eurostar.com/ 0020 OAO RZD Joint Stock Company 'Russian Railways' RU 30/06/1999 30/06/1999 x http://rzd.ru/ 0021 BC Belarusian Railways BY 11/09/2003 24/11/2004 x http://www.rw.by/ 0022 UZ Ukrainski Zaliznytsi UA 15/01/2004 15/01/2004 x http://uz.gov.ua/ 0023 CFM Calea Ferată din Moldova MD 30/06/1999 30/06/1999 x http://railway.md/ 0024 LG AB 'Lietuvos geležinkeliai' LT 28/09/2004 24/11/2004 x http://www.litrail.lt/ 0025 LDZ Latvijas dzelzceļš LV 19/10/2004 24/11/2004 x http://www.ldz.lv/ 0026 EVR Aktsiaselts Eesti Raudtee EE 30/06/1999 30/06/1999 x http://www.evr.ee/ 0027 KTZ Kazakhstan Temir Zholy KZ 17/05/2004 17/05/2004 x http://www.railway.ge/ 0028 GR Sakartvelos Rkinigza GE 30/06/1999 30/06/1999 x http://railway.ge/ 0029 UTI Uzbekistan Temir Yullari UZ 17/05/2004 17/05/2004 x http://www.uzrailway.uz/ 0030 ZC Railways of D.P.R.K. -
Annual Report | 2016
Annual Report | 2016 A word from the CEO Strategy towards 2018 This is Norconsult Our market areas Selected projects 2016 Board of Directors’ report Consolidated financial statements Offices and addresses Career Barometer # 1 (2016, 2015) Employees 3,250 Contents 2016 3,250 2015 3,090 2014 A word from the CEO 4 2,900 2013 Strategy towards 2018 6 2,650 2012 This is Norconsult 8 2,400 Our market areas 20 Selected projects 2016 28 Board of Directors’ report 40 Consolidated financial statements 56 Sales Offices and addresses 60 4,236 MNOK MNOK 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 2012 2013 2014 2015 2016 A word from the CEO Strategy towards 2018 This is Norconsult Our market areas Selected projects 2016 Board of Directors’ report Consolidated financial statements Offices and addresses A word from the CEO ”At Norconsult we create added value by maintaining close proximity to our clients and the market and by using smart and effective working methods.” 2016 was a good year for Norconsult. We continued to deliver profitable growth in a market in which prices are coming under pressure, competition is intensifying and clients’ requirements are changing. The industry is in a state of constant flux, year with record revenues of NOK 4.2 framework agreement with the City of with changes taking place more quickly billion, and a solid bottom line. We have Copenhagen to expand and convert a and less predictably than in the past. worked on more than 20,000 projects. -
Annual Report 2004
Annual Report 2004 1 Contents Time for trains 3 What is Jernbaneverket? 4 Organisational structure 5 Safety 6 Finance and efficiency 10 Operations 10 Maintenance 11 Capital expenditure – rail network development 12 State Accounts for 2004 14 Human resources 16 Personnel and working environment 16 JBV Ressurs 16 Competitiveness 18 Train companies operating on the national rail network 18 Infrastructure capacity – Jernbaneverket’s core product 18 Operating parameters 19 Key figures for the national rail network 21 Traffic volumes on the national rail network 23 Punctuality 24 Environmental protection 26 International activities 28 Contact details 30 www.jernbaneverket.no 2 Cover: Jernbaneverket’s celebrations to mark 150 years of Norwegian railways. Photo: Øystein Grue Time for trains The past year marked the 150th anniversary of the railways in Norway and proved a worthy celebration. Punctuality has never been better, rail traffic is growing, and in summer 2004 the Norwegian Parliament took the historic decision to invest NOK 26.4 billion in developing a competitive rail network over the ten years from 2006 to 2015. In other words, the anniversary year not only provided the opportunity for a nostalgic look back, but also confirmed that the railways will continue to play a central role in the years ahead. In line with Parliament’s decision, value our good working relationship with autumn 2005. This brings us one step clo- Jernbaneverket has drawn up an action the trade unions. The railway has a culture ser to our goal of an efficient, modern rail programme which, if implemented, will and a historic legacy which need to be network in the Oslo region.