Annual Report 2006
Contents
A new era 3 About Jernbaneverket 6 Who are we? 6 What do we do? 6 Key figures 31 December 2006 6 How do we operate? 7 Organizational structure 8 Key events in 2006 10 Competitiveness and Socioeconomic Benefit 12 Capacity and utilization of the national rail network 13 Operating parameters of the rail sector 9 Railways and the environment 20 International activities 22 Jernbaneverket’s image 23 Safety, Punctuality and Customer Satisfaction 24 Safety 25 Punctuality 29 Customer Satisfaction 30 Productivity and Process Quality 34 Jernbaneverket’s accounts 35 Human Resources and Organizational Development 40 Skills development in the rail sector 41 Management development 42 HR management and monitoring systems 43 Personnel and working environment 43 Accounting Policies 46 Contact details 67
A new era
In many ways, 2006 was the beginning of a new era for Norwegian railways. For the first time ever, Parliament approved a rail budget in line with the National Transport Plan. Steinar Killi, Director General Photo: Sindre Ånonsen
With one billion kroner extra for capital expenditure in 2007 and a Government that is promising to maintain funding at this level, Jernbaneverket has been given the start- ing point we need to fulfil our side of the deal: delivering a competitive railway that pays dividends for society in the form of greater mobility and a better environment. We are already making good progress. In the Oslo area, construction of the new station at Lysaker continues, and in the Sandnes/Stavanger area a new freight terminal and double-track line are taking shape. These are all key projects in the process of strengthening rail’s competitive position at regional and national level. Meanwhile, we are working on new detailed plans that can quickly be brought to fruition when the funding arrives.
Passenger and freight traffic on Norwegian railways continued to grow in 2006. We take heart from the good performance of the train operating companies and hope this positive trend will continue. At the same time, we are aware that our day-to-day activities are of critical importance. As well as providing a safe rail network, we have to pay close attention to any failures that may affect punctuality and reliability – day in, day out, throughout the year. Punctuality declined in 2006, reminding us not to count our chickens before they are hatched. The reasons for the decline are complex, but Jernbaneverket must play its part in returning the railway to 2005 punctuality levels – and preferably doing even better.
An important factor in this connection is our new operations and maintenance structure, which is able to show effective use of resources and quantifiable results in the shape of the product we deliver. However, we are dependent on sufficiently large maintenance budgets to enable us to run a hard-pressed rail network.
Recruitment is another key word. Railway expertise takes many years to acquire, and where traditional railway engineering and operating skills are concerned, only Jernbaneverket and the Norwegian Railway School are in a position to develop and build on the skills that we require, through course programs and traineeships. Jernbaneverket is to take on 50 trainees in 2007, and 175 over the years up to 2009. If this program is to be a success, we must raise our profile among young people at the age when they are making important career choices.
In short, this means that Jernbaneverket must promote itself as an exciting, technologically interesting workplace in schools, at career fairs and through other marketing initiatives. We intend to devote a great deal more resources to this area in the years ahead.
Over the past two years, we have suffered a number of major landslides resulting in bad derailments. Jernbaneverket takes a very serious view of this problem. All the signs point towards climate change, and extreme weather conditions in future will present a challenge for the entire transport sector. Like our roads, Norway’s railways traverse mountainous terrain exposed to severe weather. It is therefore essential for us to take steps to reduce the risk of serious landslides and resulting accidents. To do so, we need to be better informed.
Jernbaneverket has therefore expanded the scope of its working relationship with the Norwegian Meteorological Institute, so that we can be properly prepared thanks to accurate, up-to-the-minute weather forecasts. Meanwhile, we are conducting an extensive inventory of our network, in order to identify other areas prone to landslides in addition to those we are currently aware of. We also enjoy good working relationships with the Norwegian Geotechnical Institute and the Norwegian Water Resources and Energy Directorate. Jernbaneverket has set up a dedicated committee on landslides.
Jernbaneverket is constantly improving its general safety procedures, closing loopholes and improving working practices. I should also like to highlight our positive working relation- ship with the Norwegian Railway Inspectorate in the ongoing process of making the railway even safer. We intend to build on this good relationship. In safety matters, as in other areas of our work, new knowledge and improved systems enable us to make the necessary progress.
In 2006 we began an extensive program to assess all aspects of station platforms. This important initiative in terms of accessibility and safety will continue in the years ahead, and we plan to take action where we find the conditions fall short of passenger expectations. Jernbaneverket’s goal is universal accessibility, and although we still have some way to go, users of station platforms need to know that we have the task in hand. Incidentally, it will be useful to have the issue of the future ownership of stations and freight terminals resolved. The working group set up by the Ministry of Transport and Communications in autumn
Photo: Bjørn Skauge Photo: Øystein Grue The Bergen line. Photo: Øystein Grue
2005 delivered its report in October 2006. The deadline for responses was 15 February 2007, and Jernbaneverket is eagerly awaiting the outcome of the political decision-making process. In any event, Jernbaneverket – as a member of the working group – has a clear idea of the best solution for the railways. This would be to transfer stations and terminals, which are largely owned by the train operating company NSB, back to the impartial ownership of the State.
High-speed lines were the subject of much discussion in 2006. A German consulting group, VWI, was commissioned by the Ministry of Transport and Communications and Jernbane verket to conduct a study of possible options for high-speed lines. The first part of the report, presented in late autumn 2006, sets out the opportunities and challenges inherent in building a high-speed network in Norway. VWI’s remit has now been widened to ensure that all relevant options are thoroughly examined before the final report is presented in autumn 2007. Jernbaneverket welcomes the decision to carry out an in-depth, independent assessment of all the options and looks forward to publication of the report. Meanwhile, it is important to emphasize that a prerequisite for future high-speed lines is to develop the rail network in the most heavily trafficked parts of Norway in line with the National Transport Plan.
Regardless of whether we eventually see a high-speed network, I am confident of one thing:
The future belongs to rail.
Oslo, March 2007
Steinar Killi Director General
About Jernbaneverket
Who are we? • Entering into track access agreements Jernbaneverket, the Norwegian National with train operators running services on Rail Administration, is a central govern- the national rail network ment agency reporting to the Ministry • Allocation of infrastructure capacity of Transport and Communications. (train paths) to train operating The Ministry manages and monitors companies Jernbaneverket’s activities under a • Traffic management on the national rail combined target and performance network regime. The Norwegian Parliament sets • Studies and planning in the rail sector the long-term parameters for railway • Training railway staff, including locomo- development in the National Transport tive drivers Plan and determines Jernbaneverket’s annual budget allocation. Jernbaneverket’s product is described in detail in the Network Statement, avail- Jernbaneverket comprises a central able on Jernbaneverket’s website: Directorate reporting to the Director General and two divisions, Infrastructure www.jernbaneverket.no Management and Traffic Management, each of which has regional units. The table below summarizes the scope of the infrastructure. What do we do? Jernbaneverket’s mission is to help the Key figures 31 December 2006 country achieve its transport policy Infrastructure objectives and to promote rail as a safe, Track gauge 1 435 mm competitive mode of transport, forming Route kilometres 4 043 km part of an integrated network. Electrified lines 2 509 km Continuous welded rail 90 % Jernbaneverket owns and operates a Single track 3 829 km complete railway system comprising Double track 214 km infrastructure, traffic management and Tunnels 730 public information. This railway system Bridges 2 638 is made available to train operating Level crossings 3 254 companies and their customers. on public roads 272 on private roads 2 982 Jernbaneverket is responsible for: • Developing, operating and maintaining Norway’s national rail network so that it meets social and market requirements in terms of safety and quality (punctuality, train frequency, public information, etc.) • Railway stations and terminals, includ- ing public spaces, information facilities, access, car parks and other public facili- ties necessary for users of rail services MANAGEMENT PROCESSES
CORE PROCESSES
SUPPORT PROCESSES
Process model as at 15 March 2007
How do we operate? has to set specific targets and ambi- The above process model shows Jern- tions each year. Benchmarks have been baneverket’s core processes and how formulated for each principal objective, management and support processes enabling Jernbaneverket to monitor and should interact to ensure we deliver a quantify its efforts and results. Reporting comprehensive transport system. and monitoring is to be in accordance with set targets and benchmarks. The main requirements and expecta- tions of our owner, the Ministry of Jernbaneverket’s business plan for 2006 Transport and Communications, and our incorporated a new performance and tar- customers, the train operating com- get regime for the relationship between panies, were laid down in 2005 when Jernbaneverket and the Ministry. Specific Jernbaneverket focused its principal targets have been set for improvements in objectives and strategies on four core safety, punctuality (uptime) and customer areas (see diagram on page 8). satisfaction, based on the financial frame- work agreed by the Norwegian Parliament Core areas and interim targets are in respect of the National Transport Plan designed to provide a basis for all 2006–15. Jernbaneverket has also assessed Jernbaneverket’s business planning. the scope for improved productivity in the Within the core areas, the management shape of reduced unit costs.
Core areas
Competitiveness and Socioeconomic Benefit Safety, punctuality emphasizes the owner’s and and customer the customers’ requirements satisfaction and expectations of Jernbane verket – and the outcomes emphasizes the three principal designed to add value for features of the product customers and society. delivered by Jernbaneverket to its customers.
Productivity and Process Quality Human Resources emphasizes the correct use and Organizational of resources and quality Development management in internal emphasizes the input factors processes. – people, skills, organiza- tional structure and systems – necessary for Jernbaneverket
This Annual Report 2006 is structured around the four core areas and associated interim targets.
Organizational structure – Management Control, responsible for On 31 December 2006, Jernbaneverket budgeting, business planning, financial had 2 930 permanent employees, on a par control and accounting with the previous year-end figure (2 931). – Administrative, Legal and International Affairs The Director General is the chief executive of Jernbaneverket. Infrastructure Management with 1912 permanent employees (1876 Director General´s Staff full-time equivalent employees) is with 125 permanent employees (122 full- responsible for constructing, operating time equivalent employees) comprises and maintaining all rail infrastructure, the following departments: and for managing real estate, stations – Market and Communication, including and terminals. The division comprises allocation of infrastructure capacity to three regional units, each with overall train operating companies responsibility within its respective – Safety and Management Development, region. A separate unit is in charge of including HR, QA and audit constructing new infrastructure. – Strategic Planning, including studies relating to new infrastructure
Organizational chart as at 1 January 2007
Traffic Management The Norwegian Railway School Jernbaneverket ICT with 759 permanent employees (749 full- with 10 permanent employees (10 with 32 permanent employees (32 full- time equivalent employees) responsible full-time equivalent employees) based time equivalent employees) is based in for operational traffic management and at Grorud, Oslo, is a training centre for Oslo, Drammen, Bergen and Trondheim. passenger information services. The the rail sector responsible for training The department’s job is to ensure that division comprises three traffic regions, locomotive drivers and rail safety Jernbaneverket’s ICT-based administra- which are subdivided into a total of eight training. The school reports to the tive systems function in accordance with train control areas. BaneEnergi oper- Executive Director, Safety and user requirements. Jernbaneverket ICT ates the transformer stations, selling on Management Development. reports to the Executive Director, Safety electrical power to the train operating and Management Development. companies. The Norwegian Railway Museum with 18 permanent employees (16 Shared Administrative Services full-time equivalent employees) based with 116 permanent employees (116 in Hamar is responsible for document- full-time equivalent employees) based ing and presenting Norwegian railway in Hamar is providing Jernbaneverket’s history, reporting to the Executive administrative support functions. The Director, Market and Communication. unit reports to the Administrative, Legal and International Affairs department.
Key events in 2006
31 January 26 July 20 January Jernbaneverket signs A freight train Extreme snowfall – over an agreement with NSB March 11 June derails 3 km south 1 metre in 24 hours on the supply of rescue Rail increases NSB Anbud AS takes of Dombås, causing – causes a train on the and recovery services. market share over operation of major track dam- Sørland line to become The aim is to protect The growth in rail freight passenger services age. Mountainous stuck. Jernbaneverket assets and clear the traffic outstrips overall on the Gjøvik line. terrain complicates improves its snow line quickly and ef- traffic growth in Norway, Rolling stock and the recovery opera- readiness procedures to ficiently in the event of which means rail is in- stations are tion. The Dovre line avoid similar incidents accidents or incidents creasing its market share freshened up for reopens 3 August. in future. anywhere on Norway’s at the expense of other the handover. Photo: Photo: Arne Danielsen rail network. transport modes. Photo: Njål Svingheim Vidar Heitkøtter
January March June July
February May
24 January June Train operating Jernbaneverket companies in Norway has been notified form an association, of an increased Norsk Togoperatør- demand for forening (NTF), to timber trains to represent their Sweden. During common interests. the summer and autumn, steps are 23 February 10 May July taken to increase CargoNet runs its Contract signed with It becomes clear axle load to 25 first timber train as PEAB AS as main that energy tons for timber part of a new service contractor for the efficiency mea trains on the pattern in eastern groundworks on sures such as ther- Røros, Solør and Norway. A number the site of the new mostats on track Kongsvinger of loading terminals Lysaker station. The switches have lines. are reinstated. station will incor- helped reduce Each timber train porate four tracks Jernbaneverket’s removes almost 20 with platforms and a electricity bill by transport trucks new public transport NOK 16m since from the roads. interchange. 2002, even with Photo: Øystein Grue Photo: Øystein Grue higher energy prices. Photo: Njål Svingheim
10
20 December A new agreement is signed on weather data services and the construction of 15 new weather 23 November stations around the The first part of a rail network. The September 23 October study concerning picture shows Steinar August Jernbaneverket’s Liv Signe Navarsete, possible high-speed Killi, Jernbaneverket’s 60% of freight traffic sick-leave rate is Minister of lines in Norway Director General, with between Oslo and Bergen down by 24% on Transport, cuts the is presented at a meteorologist Siri is now carried by rail, the same point in first sod by excavator seminar in Oslo. Wiberg. Anton Eliassen, equivalent to 64 000 2005. The reduc- on the Sandnes– Jernbaneverket director of the Nor fewer transport trucks tion in long-term Stavanger double- considers expanding wegian Meteorological on the roads. absenteeism is track project. the second stage of Institute, looks on. Photo: Njål Svingheim 42%. Photo: Øystein Grue the study. Photo: Øystein Grue
August
September October November December
1 December Jernbaneverket celebrates 10 years as a dedicated infra- structure manager following its split from NSB in 1996. Jernbaneverket was formally established September 6 October 6 November by Parliament on Record passenger The financial frame- The overnight train 1 December 1996 as numbers on the work set out in the from Oslo to Bergen a result of EU Flåm line. National Transport hits a landslide at Flå Directive 91/440. In September, Plan approved by in Buskerud county. trains on the Parliament is reflected There are no serious line carry half a in the National Budget injuries. In this photo million people. for the first time. from the recovery Photo: A 20% growth in operation, two 200- Njål Svingheim grant allocations gives ton mobile cranes Jernbaneverket a total are seen lifting the budget of NOK 5.5bn locomotive back onto for 2007. Prime Minis- the rails. ter Jens Stoltenberg Photo: Øystein Grue and transport minister Liv Signe Navarsete are pictured at Oslo central station. Photo: Lasse Storheil
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 24 The first four of these objectives relate hours. directly to Jernbaneverket’s core prod- uct: delivering a complete railway system Along with high infrastructure availability for train companies and their customers. (high uptime on the technical systems), track capacity is crucial to rail’s ability to Increasing rail freight traffic and the mar- compete in the transport market. ket share of local and regional passenger services is conditional on Jernbaneverket The International Union of Railways having spare capacity, or capacity being (UIC) issues recommendations on how increased where insufficient, or existing capacity should be calculated, and how capacity being utilized more efficiently. much capacity should be utilized. Exces- sive utilization may have adverse effects A number of companies considering on punctuality and running speeds. How- starting up rail operations were in con- ever, on some parts of the Norwegian tact with Jernbaneverket during the year. rail network, demand for capacity is so Jernbaneverket also provided advice to high that utilization is far in excess of UIC freight shippers and forwarders. recommendations.
Kolbotn station Photo: Jernbanefoto.no
13 Freight traffic An example of growth Can the national rail network The number of train companies in- – and how high capacity utilization accommodate more traffic? creased in the course of the year. Freight can affect running speeds The two maps on pages 16 and 17 both operating companies expanded their The Oslo–Drammen line is the Nor- show how many trains there is capacity activities in 2006, and there was unex- wegian railway that has seen the most for on various parts of the national rail pected traffic growth, underlining the growth. It opened in 1872 as a steam network in each 24-hour period. need for more and longer passing loops -operated, narrow-gauge, single-track and more efficient terminals. line with five trains a day in each direc- The first map shows how much of this tion. Today, the Drammen line is an capacity is actually utilized in the course Jernbaneverket is finding that com- electrified, centrally controlled, stand- of a day. The map identifies three line petition in rail freight is making train ard-gauge line with a mixture of two and sections as overloaded: operating companies more innovative, four tracks, 11 kilometres shorter than and allocated track capacity is being when it opened. The number of trains – Drammen line, Asker–Lysaker better utilized. Jernbaneverket regular- running on the line 134 years after its Jernbaneverket is increasing capacity ly receives proposals for new measures opening has increased by a factor of 80. by expanding the Asker–Lysaker section – often with extensive socioeconomic In 2006, 390 scheduled trains operated from two to four tracks. The Asker–Sand- benefits – designed to increase track over the line each day, not counting vika part opened in 2005. capacity, and hence the profitability special trains, track maintenance trains of train companies and rail’s ability to and empty stock. The diagram below – Bergen line, Bergen–Arna compete. A number of such measures shows an increase in running times coin- Jernbaneverket plans to increase were implemented in 2006. ciding with the doubling of the number capacity by constructing a double-track of trains on the line between 1979 and line in tunnel under Mount Ulriken. Passenger services 1998. Within Norway, NSB AS, NSB Anbud AS and Flytoget AS have a monopoly on their respective passenger services, which are not open to competition.
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00:46 at operation full of year Last Oslo 20
00:00 0 Oct 1872 Feb 1920 Nov 1922 Jul 1929 May 1930 Jan 1957 May 1972 Jun 1973 Sept 1979 Jun 1980 Sept 1998 Aug 2005 Jun 2006
Running time of stopping trains Running time of express trains (long-distance) Number of express trains Number of stopping trains
Express trains = Passenger trains serving the two stations at each end of the line but calling at none or few of the intermediate stations. Stopping trains = Passenger trains serving the two stations at each end of the line and calling at intermediate stations.
14 – Sørland line, Stavanger–Nærbø Oslo S and Ski. On the other sections, Train operating companies on the Jernbaneverket plans to increase smaller-scale capacity enhancements are national rail network capacity by constructing a double-track proposed, including a number of new or In 2006, the following train companies line on the Sandnes-Stavanger section. extended passing loops. had track access agreements with A freight terminal is being built south Jernbaneverket: of Ganddal. When this is complete, The two maps show free capacity on freight trains will no longer run over the most of the rail network – if trains can be F = freight (Orstad–) Ganddal–Stavanger section, run outside peak times. Capacity does P = passenger services relieving this pressure point. not take account of variations in the M = museums and preservation societies length of passing loops. (passenger) Fluctuating capacity utilization throughout the day Overloaded infrastructure • CargoNet AS F The railway’s traffic load is unevenly If it proves impossible to adequately • Flytoget AS P distributed throughout the day. In accommodate all applications for track • GM-gruppen M simplified terms, there is a peak during capacity, the infrastructure manager • GreenCargo AB F the morning and evening rush hours, must immediately designate the section • Hector Rail AB F similar to the situation on the roads. At of line in question as overloaded. The • Malmtrafikk AS F night there are few passenger trains but same applies to lines where a capacity • NSB AS P more freight trains. However, on current shortage can be expected in the near • NSB Anbud AS P trends, the number of daytime freight future. Under section 7-9 of the track • Nya Inlandsgods AB F trains is increasing. allocation regulations, the infrastructure • Ofotbanen AS F/P manager must conduct a capacity • Tågåkeriet i Bergslagen F The map on page 17 shows capacity analysis on any lines designated as • Valdresbanen AS M utilization at peak times, i.e. the times overloaded. • Veolia Transport Norge AS P of day when the most trains operate. (formerly Connex Tog AS) The difference between the two maps Accordingly, Jernbaneverket has is evident, with the three overloaded designated the following sections as Some of these train companies are licensed sections being joined by: overloaded: to operate only on specific parts of the – Nordland line, Bodø–Dunderland and – Oslo S–Ski, weekdays 0630–0900 and network. For a summary, please see Hell–Trondheim 1500–1730 the website of the Norwegian Railway – Røros line, Røros–Hamar – Oslo central station and the Oslo city Inspectorate: – Gjøvik line, Hakadal–Roa tunnel, weekdays 0630–0900 and – Østfold line, Oslo S–Ski 1500–1730 www.sjt.no – Drammen line, Skøyen–Lysaker – Skøyen–Sandvika, weekdays 0630– 0900 and 1500–1730 Of the sections listed above, extensive –Bergen–Arna, weekdays 0630–0030 planning work has taken place on the – Stavanger–Nærbø, weekdays 0615– Østfold line, which it is proposed to 0815 and 1600–1800 expand from two to four tracks between – Hamar–Lillehammer, weekdays 1200–1430
15 Vassijaure Narvik Kiruna Luleå Stockholm
Vassijaure Narvik Kiruna Luleå Stockholm
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Nordagutu u s n g Eidsvoll g o a H n Spikkestad H Moss Mysen j e K r e e NNootorddadgeuntu uk s g r Årnes Notodden Drammen d r H d a Moss o s b o b AS sker Hønefoss s k o Kongsberg D Hokksund t k Bergen e ø m H n e d H s e t Tinnoset o p r Mysen ASrtovickkaholm Rollag r Drammen Mysen b g k Oslo S Charlottenberg e r a Kristiansand Årnes j Ski Sar rpsborg t a Notodden n m Nordagutu u g o r ø i Tinnoset s s b H Notodden e Moss Hokksund k d Ski k t k b Roa m Asker ø u Hjuksebø a e Lillestrøm He en Sarpsborg s n k Rollag k Oslo S Charlottenberg H e o Brevik n Karlstad m e Sarpsborg n Tinnoset Spikkestad Mysen n s j K r e Hjuksebø r NordagutSukien Eidanger d Notodden Horten Ski u b g KongS svinger Halden u Asker H Moss Larvik G e o t Lillestrøm Hjuksebø k ø s Fredrikstad Kongsberg Moss e Tinnoset p n Arvika Skien s Eidnanger n SpikkestadHorten t o MyHsaeldnen StockhSokilm i Sarpsborg d g n a e S Moss Skien Eidanger Fredrikstad Ak sker Horten Notodden b s r Halden Tinnoset k Hjuksebø Moss p d Fredrikstad KAarvrilksatad ø b t Nordagutu e Ski e K H e Kornsjø i o k Eidanger Sarpsborg s Kongsberg Mysen Stavanger Skien r n Horten Otta j Halden n k Notodden Nordagutu Nordagutu u Brevik g Kornsjø t Mysen SKtaorclskthaodlm Moss HønefosH s Moss g Fredrikstad a Neslandsvatn k Larvik K e NoHrdjuakgsuetubø Stavanger D NotoddeKnornsjø s o d sBrevik b s Kongsberg o n H Stavanger Neslandsvatn Skien BerEeivdiaknLgaervik Koppang H g e t Mysen Stockholm Horten a Mysen r Halden r Neslandsvatn b Larvik r Fredrikstad NNootorddadgeuntuÅrnjues s g NoNrodtoaddgeuntu Drammen Moss H t Sannidaøl Kornskjø b d Moss a o e H s e Stavanger Sarpsborg e r o Hokksund Mysen Eidsvoll SannBidraelvik n Nordagutu j Notodden u g r k m Neslandsvatn b H Moss Sannidal Larvik k Gø øteborgt NoHrdjuakgsuetubø s e Rollag Kornsjø o Sarpsborg k Oslo S e CharlotteSnabrpesrbgorg n Stavanger Gb øteborgr Simonstad Skien BrEeivdiaknger m Horten Halden ø t Tinnoset Hjuksebø s Sarpsborg Neslandsvatn Sannidal Larvik Fredrikstad MGøaltmebøorge Sarpsborg Moss Ski Sarpsborg Simonstad Skien Eidanger n Horten u Halden Skien Simonstad e Lillestrøm MGøaltmebøorg Fredrikstad Hjuksebø MRossoa n KEiødabngeenr havn Skien n Spikkestad Egersund Nelaug Sannidal KoSkrinensjø Fredrikstad Halden NordagutSukienNordagutu Horten Moss Fredrikstad Sarpsborg Simonstad d København Kornsjø StavEagnegresrund Sira Nelaug StaBvarnegveirk AS sker Malmø Fredrikstad Egersund NeslandsNvealTtaniungnoset Larvik Neslandsvatn BGKrevøikbteLeabnrvohikragvn SkienNordagutu Fredrikstad Sarpsborg Sira p Kornsjø Sira Simonstad Arendal Stavanger Ski Brevik Arvika Egersund Nelaug Sannidal i Neslandsvatn SannidMKaløablmLeanørvhikavn Eidanger Hen Fredrikstad Arendal k Skien Eidanger Halden Egersund Sira Nelaug k SannidGKaløbteebnohragvn Karlstad Gøteborg Eidanger Sarpsborg K e Fredrikstad HSaalrdpesnborg Simonstad Arendal o Simonstad MGøaltmebøorg Halden Sira n s Simonstad Malmø EidSKkaoiennggesrberg SarpsbGorgardermoen Kristiansand Egersund g t NelaugMysen Stockholm KMøablmenøhavn Skien Halden Arendal a Skien Fredrikstad Egersund KristiansandNelaugNotodden Sira s København Eidanger Kristiansand Egersund b d Nelaug København Brevik Fredrikstad Fredrikstad Halden Sira H Sira e Arendal Brevik Eidanger Larvik Mysen Kristiansand Nordagutu ju rg Notodden Brevik Halden Arendal H Moss Arendal Larvik Lillehammkser Brevik EidangeEridanger Larvik Kristiansand e o Halden Halden b r Kristiansand Larvik ø t Brevik Årnes e Kristiansand Sarpsborg Brevik n Larvik Hønefoss DokKkrisatiansand Hjuksebø Brevik Larvik Skien EidaEnglvererum Halden Brevik Larvik Horten Flåm Gjøvik Fredrikstad Larvik Moss Kornsjø Nordagutu Voss Stavanger Gol Neslandsvatn HBaremvikarLarvik Sannidal Myrdal Eina Gøteborg Palmafoss Simonstad Sarpsborg n Malmø e Skien Oslo S Egersund Nelaug o København Fredrikstad Sira m Lillestrøm r Eidsvoll Rollag Bergen Arendae l d Eidanger Roa r Asker Halden Hen a Kongsvinger Kristiansand G Hønefoss Brevik D H Larvik r Årnes Drammen a o Hokksund k Rollag m k Oslo S Charlottenberg m Tinnoset s Ski u e Lillestrøm n n Spikkestad d Tinnoset AS sker p Ski Arvika i k k Karlstad K e o n s Kongsberg g t Mysen Stockholm Notodden s a H be d Nordagutu ju rg Notodden Mysen H Moss ks e o b r ø t e Sarpsborg n Hjuksebø Skien Eidanger Fredrikstad Halden Horten Moss Kornsjø Nordagutu Stavanger Neslandsvatn Brevik Larvik Sannidal Gøteborg Simonstad Sarpsborg Malmø Skien Egersund Nelaug København Fredrikstad Sira Arendal Eidanger Halden Kristiansand Brevik Larvik Passing loop intervals and length loaded and unloaded. In railway termi- – the principal capacity parameter nology, passenger terminals are known The Norwegian rail network consists as stations and halts. Freight trains are mainly of single-track lines where the loaded and unloaded at freight terminals same track is used by trains in both of various kinds. directions. On a single-track rail network, running time between passing loops Like the national rail network, terminals determines how many trains there is have a quantifiable capacity, which – like capacity for. However, capacity calcula- network capacity – can be stretched. This tions do not take account of the length creates space for more trains but makes of the passing loops, which is the key the terminal operate less efficiently. parameter determining the length of trains that can be operated. This matters For freight traffic, lack of terminal capa to rail freight operating companies, city is a greater obstacle to growth than who generally wish to run trains of the lack of network capacity. For this reason, maximum length their locomotives are Jernbaneverket is planning capacity capable of hauling. Free capacity for enhancements at a number of freight operating long freight trains is currently terminals, including Alnabru (Oslo). limited. A new terminal under construction at Ganddal (near Sandnes) is scheduled to Terminal capacity open November 2007. Trains need not only to run but also to be 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 NAMSOS LINE (Grong - Namsos) [50.6 km] 2 loops MERÅKER LINE (Hell - Riksgrensen) [74.43 km] 2 loops RØROS LINE (Støren - Hamar) [384.11 km] 16 loops RAUMA LINE (Dombås - Åndalsnes) [114.24 km] 4 loops DOVRE LINE (Trondheim - Eidsvoll) [489.33 km] 56 loops MAIN LINE (Lillestrøm - Eidsvoll) [46.91 km] 10 loops SOLØR LINE (Kongsvinger - Elverum) [94.32 km] 3 loops KONGSVINGER LINE (Lillestrøm - Riksgrensen) [115.32 km] 17 loops ØSTFOLD LINE(Sandbukta - Såstad and Haug-Kornsjø) [105.05 km] 15 loops ØSTFOLD LINE E. (Ski - Sarpsborg) [78.96 km] 7 loops GJØVIK LINE (Grefsen - Gjøvik) [117.01 km] 17 loops VALDRES LINE (Eina - Dokka) [47.02 km] 2 loops BERGEN LINE (Roa - Bergen) [413.51 km] 35 loops FLÅM LINE (Myrdal - Flåm) [20.2 km] 2 loops RANDSFJORD LINE (Hokksund - Hønefoss) [54.0 km] 7 loops SPIKKESTAD LINE (Asker - Spikkestad) [13.68 km] 2 loops VESTFOLD LINE (Drammen-Kobbervik) and (Holm-Nordagutu) [170.22 km] 15 loops HORTEN LINE (Skoppum - Horten) [6.97 km] 1 loops BREVIK LINE (Eidanger - Brevik) [10.02 km] 1 loops BRATSBERG LINE (Hjuksebø - Tinnoset) [38.88 km] 3 loops SØRLAND LINE (Drammen - Stavanger) [545.84 km] 58 loops ARENDAL LINE (Nelaug - Arendal) [36.22 km]1 loops KRAGERØ LINE (Neslandsvatn - Sannidal) [18.24 km] 1 loops NUMEDAL LINE (Kongsberg - Rollag) [47.8 km] 2 loops 0-300 m 301-400 m 401-500 m 501-600 m 601-700 m 701-1000 m 18 Ganddal freight terminal is under construction. Photo: Kjell Bakken Operating parameters operating parameters will result in a less of station ownership and management. of the rail sector cost-intensive rail sector. The removal In the case of freight terminals (espe- A distinctive feature of the rail sector of specific national requirements will, in cially intermodal terminals), the majority is the far greater number of technical time, lead to a more globalized market opinion was likewise against changing interfaces than in other transport modes. for suppliers, with more series produc- the ownership and organizational model Historically, development of the railways tion and larger production runs of every of existing terminals. was controlled by national governments, thing from individual components to and consequently each country ended locomotives and rolling stock. In relative Jernbaneverket’s representative on the up with its own national standards. This terms, a small railway nation like Norway working group opted to set out his/her is different from the aviation sector, for stands to gain more from being able to views in two separate commentaries 0% 20% 40% 60% 80% 100% example, which has been governed by purchase “off-the-shelf” solutions rather appended to the final report, which ran OFOTEN LINE (Narvik - Riksgrensen) [41.94 km] 6 loops international arrangements from the than continuing with costly “tailor- counter to the assessments and recom- NORDLAND LINE (Trondheim - Bodø) [728.75 km] 49 loops outset. made” production of small batches. mendations of the majority. Jernbane NAMSOS LINE (Grong - Namsos) [50.6 km] 2 loops verket provided further justification for MERÅKER LINE (Hell - Riksgrensen) [74.43 km] 2 loops RØROS LINE (Støren - Hamar) [384.11 km] 16 loops This absence of international control has Economic parameters its views in its consultation response, RAUMA LINE (Dombås - Åndalsnes) [114.24 km] 4 loops resulted in the railways possessing an The ownership of freight terminals, pas- stating that its overall assessment of the DOVRE LINE (Trondheim - Eidsvoll) [489.33 km] 56 loops innumerable variety of solutions, which senger stations and downtown sites used situation is that Jernbaneverket should MAIN LINE (Lillestrøm - Eidsvoll) [46.91 km] 10 loops SOLØR LINE (Kongsvinger - Elverum) [94.32 km] 3 loops individually and in combination under- for rail operations may have implications take ownership of stations and terminals. KONGSVINGER LINE (Lillestrøm - Riksgrensen) [115.32 km] 17 loops mine rail’s ability to compete. Since 1991, for rail’s ability to compete. This would ensure uniform ownership ØSTFOLD LINE(Sandbukta - Såstad and Haug-Kornsjø) [105.05 km] 15 loops the European Union (EU) has been driv- New operating companies are now de- and management of all such facilities, ØSTFOLD LINE E. (Ski - Sarpsborg) [78.96 km] 7 loops ing a long and costly process intended manding terminal capacity and access to regardless of whether they were built GJØVIK LINE (Grefsen - Gjøvik) [117.01 km] 17 loops VALDRES LINE (Eina - Dokka) [47.02 km] 2 loops to achieve interoperability within the rail facilities directly or indirectly owned or before or after the 1996 split between BERGEN LINE (Roa - Bergen) [413.51 km] 35 loops sector in Europe. The first international managed by NSB AS and its subsidiaries. infrastructure and train operations. FLÅM LINE (Myrdal - Flåm) [20.2 km] 2 loops legal requirements were implemented In spring 2005 the Ministry of Transport Other benefits would include clearer RANDSFJORD LINE (Hokksund - Hønefoss) [54.0 km] 7 loops in the early 1990s. The first international and Communications set up a working lines of responsibility, management and SPIKKESTAD LINE (Asker - Spikkestad) [13.68 km] 2 loops VESTFOLD LINE (Drammen-Kobbervik) and (Holm-Nordagutu) [170.22 km] 15 loops technical requirement with implications group to look into these issues, compris- development based on socioeconomic HORTEN LINE (Skoppum - Horten) [6.97 km] 1 loops for Norway is the GSM-R communica- ing representatives from the Ministry of and transport policy factors, and full BREVIK LINE (Eidanger - Brevik) [10.02 km] 1 loops tions system, currently being installed on Finance, the Ministry of Transport and competitive neutrality. It is vitally impor- BRATSBERG LINE (Hjuksebø - Tinnoset) [38.88 km] 3 loops SØRLAND LINE (Drammen - Stavanger) [545.84 km] 58 loops the national rail network. Communications, NSB AS and Jernbane tant that the chosen solution regarding ARENDAL LINE (Nelaug - Arendal) [36.22 km]1 loops verket. The final report of the working ownership and management of stations KRAGERØ LINE (Neslandsvatn - Sannidal) [18.24 km] 1 loops Changing rail’s technical parameters group was sent out for consultation in and freight terminals proves sustainable NUMEDAL LINE (Kongsberg - Rollag) [47.8 km] 2 loops is often costly and time-consuming, autumn 2006. in the longer term. 0-300 m 301-400 m 401-500 m 501-600 m 601-700 m 701-1000 m especially since the nature of rail systems is such that gradual modifications In the case of passenger stations, the Urban redevelopment presents a further may be difficult or impossible. Over working group’s majority recommenda- challenge to rail’s future competitive time, new, internationally harmonized tion was to maintain the current model position, since the desire to acquire rail 19 sites in prime locations often conflicts planned changes to track charges, and with the needs of the rail industry. the principles and criteria for capacity allocation. Legal parameters Norwegian rail legislation currently The Network Statement is available comprises an ever increasing number of online at www.jernbaneverket.no regulations laid down by the EU with a view to enhancing rail’s competitiveness, All European rail administrations publish coupled with specific national require- their own Network Statement annually. ments. At national level, Jernbaneverket The period of validity is the same across seeks to promote improvements in rail’s national borders, as is the structure of competitive position when responding to the product description. consultation exercises on new legislation. Railways and the environment Loading gauge Compared with other modes of trans- The loading gauge for each line indicates port, rail is environmentally friendly. As the maximum permissible height and well as helping to improve the environ- width of loaded or unloaded rolling ment by increasing rail’s market share, stock on that line. Jernbaneverket is working systemati- cally to improve its own environmental Jernbaneverket regularly receives profile. requests to operate vehicles or loads that exceed the standard loading gauge. Energy efficiency Often, only minor and relatively inexpen- For a number of years Jernbaneverket’s sive measures are needed to clear long in-house electricity supplier, Bane sections for larger vehicles and loads, so Energi, has been working on a pan loading gauge expansion is the cheapest -Scandinavian system for measuring and fastest way of increasing rail’s trans- the electrical energy consumption of port capacity. trains. The system, which entered service in 2006, comprises on-board energy Axle load meters and a central unit that collects The standard axle load on Norwegian the data and allocates the recorded railways is 22.5 metric tons, with the energy consumption to individual trains exception of the Ofoten line, which in Norway, Sweden and Denmark. Train has been upgraded for axle loads up operating companies can see how much to 30 tons. Work to increase line speed energy each train is using, which will and raise axle load to 22.5 tons on the enable them to cut their total energy bill Meråker line (linking Trondheim with by around 10%. The system operates Sweden) began in 2006 and will be com- across national borders, and Bane Energi pleted during 2007. Work is also under in Oslo is in charge of measuring and way to upgrade the Solør, Kongsvinger, calculating the energy consumption of Røros and Østfold lines to allow 25-ton trains throughout Norway, Sweden and axle loads for timber trains, with trial Denmark. There is widespread interest operation scheduled to start in 2007. across Europe in this system, the capital costs of which were NOK 108m (shared Network Statement by the infrastructure owners and train – Jernbaneverket’s product description operating companies). If train compa- Jernbaneverket’s Network Statement nies in all three countries reduce their contains information on the type of energy consumption by 10% (which is a infrastructure available to companies conservative estimate), the total annual wishing to run train services on the na- cost saving will be NOK 69m, giving the tional network, the terms and conditions system a positive net present value of of access, charging principles and rates, NOK 890m. 20 Timber train on the Solør line. Clearing vegetation at Bleiken station on the Knut Bøe, senior logistics adviser at Jernbane Photo: Øystein Grue Gjøvik line. Photo: Njål Svingheim verket, deals with terminal capacity issues. Photo: Arne Danielsen Jernbaneverket has pursued an energy year. It was concluded that, for railway efficiency program since 2003, achieving locomotives, the tax payable should be annual cost savings of NOK 16.5m. Phase calculated using a factor of 47 kg NOx 2 of the project commenced in 2006, per metric ton of diesel consumed. The with the objective of cutting overall elec- rate is NOK 15 per kilogram of NOx. The tricity consumption by 24.6 GWh. tax is payable on all locomotives with a total engine output exceeding 750 kW Biodiesel used for freight transport and infra- Achieving a sustainable transport system structure maintenance. The tax may be requires a reduction in fossil fuel con- invested in a fund from which companies sumption. Rail is the least energy-inten- may be refunded a large portion of the sive mode of transport. Most Norwegian amount paid if they succeed in reducing trains are electrically powered, but some NOx emissions. At present, unfortunately, passenger units and freight locomotives there is no workable technology for and most track maintenance machines cutting NOx emissions from existing have diesel engines. locomotives of this size. Jernbaneverket intends to contribute to developing As part of the Norwegian Government’s methods for reducing NOx emissions drive to promote the use of biofuels, from diesel engines on the railway. The Jernbaneverket joined forces with the NOx tax came into effect 1 January 2007. train operating companies, the Mantena train maintenance company, the roll- Vegetation control and animal ing-stock management companies and collisions Esso to examine the potential for using The number of animals hit by trains in biodiesel in train operations. The report 2006 was 1 484, over 200 more than in submitted to the Ministry of Transport 2005, but still lower than the figure each and Communications in April 2006 con- year in 2001–04. To meet the target of cluded that there would be no technical a 25% reduction on the peak year of problems with using 5% biodiesel mixed 2003, it is important to continue taking with regular diesel in any of the diesel preventive measures such as clearing engines used on Norwegian railways. lineside vegetation. However, Jernbaneverket’s cost-benefit analysis indicates that using biodiesel in In 2005, Jernbaneverket began an ex- train operations would not be profitable. periment using cashmere goats to graze on lineside vegetation. The results after NOx tax the first two years are interesting, but Proposals to introduce a tax on NOx this method is not suitable for use in all emissions were studied during the trackside locations. 21 Noise Nordic supplier market for infrastructure The Norwegian Government and operation and maintenance. Parliament set a national target for noise levels in 1999, with the aim of reducing Jernbaneverket’s international activities noise pollution by 25% from 1999 levels take place on various fronts, through a by 2010. Figures from Statistics Norway number of organizations: show that the railway has dramatically reduced its share of noise pollution, but Rail Net Europe (RNE) overall noise pollution has increased, is based in Vienna, Austria, and is a forum largely because of growth in road traffic. for practical cooperation between all Consequently, it seems unlikely that the European rail capacity managers. RNE target set in 1999 will be met. During is now in charge of allocating infra- 2006, Jernbaneverket took part in an structure capacity for all international inter-agency working group led by the passenger and freight services. RNE is Norwegian Pollution Control Authority represented in all European countries (SFT) studying the possibility of a revised with a rail network through a “One Stop target and the action necessary to meet Shop” (OSS) associated with each coun- it. For the railway, the principal measures try’s capacity manager. proposed are increased rail grinding and the replacement and upgrading of roll- Train operating companies wishing ing stock. A new national target has yet to run cross-border services can now to be approved by Parliament. approach a single OSS to request capacity for the entire route. The OSS will A requirement was also laid down in assist the train operating companies in 1999 that no homes should be exposed drawing up a complete schedule for the to indoor noise levels higher than 42 whole route. Jernbaneverket’s OSS can dBA. Jernbaneverket has complied with be reached at [email protected]. this requirement, and since 2005 no residential properties have experienced Website: www.railneteurope.com railway noise in excess of the limit. European Rail Infrastructure Details of Jernbaneverket’s environmen- Managers (EIM) tal policies and the status of environ- EIM’s principal tasks fall into two main mental programs can be found in the areas: Environmental Report for 2006, available online (in Norwegian) at • Lobbying of the EU’s legislative bodies. www.jernbaneverket.no To promote its members’ views on under “Miljørapport 2006”. developments in European transport policy, EIM issues position papers and International activities press statements. The organization A key objective of Jernbaneverket’s works to influence the European Com- international activities is to influence the mission and the Transport Committee EU’s harmonization process in a direction of the European Parliament. The main that benefits the rail sector. Although issues in 2006 included the Third harmonization is primarily motivated by Railway Package, the planned revision international traffic, it will also have bene of the EU’s White Paper on transport fits for domestic traffic, since both share policy, and the identification of priority the same tracks. Jernbaneverket is work- routes for freight traffic. The work of ing with fellow infrastructure managers EIM is especially important because to simplify and streamline cross-border Jernbaneverket thereby has the op- traffic. In the Nordic countries, a joint portunity to play a part in influencing project is under way to develop a single EU legislation at an early stage. Not 22 Frya Photo: Jernbanefoto.no being a member of the EU, Norway has Nordic Infrastructure Managers (NIM) few channels of influence, but EIM is comprises the national rail infrastruc- an organization where Jernbaneverket ture managers of Norway, Sweden has voting rights on the same terms as and Finland. On the technical side, the other members and hence a real pos- Nordic infrastructure managers have a sibility of influence. very active working relationship, and a • Participation in EU efforts to harmonize number of working groups and projects technical standards. EIM is one of the are under way. organizations that has been granted the right to nominate experts to the Together with the other members of NIM European Railway Agency (ERA). Ex- and the national roads administrations of perts from Jernbaneverket are heavily the Nordic countries, Jernbaneverket is involved in preparatory work through involved in the Single Nordic Infrastruc- EIM’s “shadow” working groups, and a ture Market project set up by the Nordic number of them have also been chosen Council of Ministers. This project is now to serve on ERA’s working groups. in its final stages. Website: www.eimrail.org Jernbaneverket’s image In 2006, Jernbaneverket implemented The International Union of an image-building strategy, designed Railways (UIC) to be central to the organization’s way has its headquarters in Paris, France. In of thinking and maintaining its image. recent years, the focus of the organiza- MMI’s annual corporate image survey tion’s work has been on technical and provides part of the basis for our image- research-related issues. Experts from building activities. Jernbaneverket are involved in various expert and project working groups. UIC underwent major restructuring in 2006, dividing its activities into global and regional levels, which will increase the organization’s focus on global rather than purely European issues. Website: www.uic.asso.fr 23 Safety, Punctuality and Customer Satisfaction emphasizes the three principal features of the product delivered by Jernbaneverket to its customers. 24 Safety, Punctuality and Customer Satisfaction 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- 2006 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 one failure on its own should be enough created in a value chain consisting of to cause an accident. Interlockings and infrastructure, traffic management and technical barriers such as automatic train train operating companies. The risk of control (ATC) comply with this principle harm to people, the environment and and help increase the safety of the rail rolling stock is the sum of the risk factors network. ATC is a technological system from each of these three components for transmitting signalling instructions and the interaction between them and from the signal to the train. If the train between transport modes. It is impor- accidentally passes a stop signal, the tant to control this sum of the risk factors brakes are automatically applied. ATC in the rail system if we are to create and provides an additional safety barrier and maintain a railway with acceptable levels makes train operations less dependent of safety. By virtue of its responsibility for on human factors. capacity allocation on the network, Jern- baneverket is in a position to monitor the Planning and installation of new inter- overall risk on an ongoing basis. lockings and CTC on the Nordland line continued throughout 2006. CTC came Jernbaneverket sets out the risk profile into operation on the Grong–Mosjøen for the national rail network by conduct- section at the beginning of 2007 and is ing line-by-line risk surveys, supplemented scheduled to be operational all the way by specific risk analysis of any modifi to Bodø in 2008. Photo: Scanpix cations that may affect network safety. 25 GSM-R – communications to rail operations in Norway, replacing system for rail both the old analogue radio systems and GSM for Rail (GSM-R) is a Europe-wide standard GSM phones among railway staff. standard for railway communications, and 11 European countries are in the Tunnel safety process of installing the system. On 2 The Norwegian rail network has more January 2007, Jernbaneverket introduced than 700 tunnels, 50 of which are over GSM-R as an emergency communication 1 000 metres in length. In the 150-year system on 100% of the Norwegian rail history of the railways, there have been network, with restricted functionality no major tunnel accidents in Norway. on those lines currently equipped with Jernbaneverket is improving tunnel the Scanet train radio system. Where safety through a variety of measures in fitted to rolling stock, Scanet remains the longest tunnels, the aim being to the primary emergency communication provide better chances of escape and system. The introduction of GSM-R as a rescue. In 2006, Jernbaneverket began train radio system in place of Scanet is using new products to make tunnels scheduled for completion in 2007. watertight in place of flammable PE foam. GSM-R is based on the GSM standard Level crossings for mobile telephony, but additionally Level crossings have traditionally meets a range of requirements on safety presented one of the largest risk factors and accessibility that are specific to associated with the rail network in rail operations. GSM-R features include Norway, so this has long been a priority emergency calling, call prioritization, fast area. In addition to general operational connection and group calling. GSM-R and maintenance work, Jernbaneverket provides full radio coverage along rail- made 323 major and minor safety im- way lines and in all rail tunnels. provements at level crossings in 2006. The principal function of GSM-R is secure As well as eliminating crossings with the communication between train driver highest accident risk, Jernbaneverket is and traffic controller. Traffic controllers committed to devising and implement- can quickly contact the correct train at all ing a range of measures to improve times. GSM-R also brings efficiency savings safety at level crossings, including: Level crossing accidents 1957–2006 50 45 40 35 No. of accidents 30 No. of fatalities 25 20 15 10 5 0 1957 1967 1977 1987 1997 2006 26 • Improving visibility and road geometry Jernbaneverket has formulated an action • Working with the Directorate of Public plan detailing the remaining steps it Roads to improve road signage needs to take before safety certifica- • Fencing, locking and temporary closure tion is granted, which was sent to the • Telephone arrangements for lightly Ministry on 21 December 2006. This trafficked crossings (trial scheme) plan was drawn up by Jernbaneverket • Installing simple warning lights and under the guidance of the Norwegian related signs at farm crossings Railway Inspectorate and is based on • Measures to reduce high-risk traffic the assumption that Jernbaneverket over level crossings, for instance by has sufficient specialist resources to downgrading the crossing to pedes- fulfil its safety certification obligations trian-only use in addition to its day-to-day operating • Producing an information film about commitments. level crossings for use in road-safety education Rail safety Rail ranks among the safest forms of Statutory safety certification transport, and the safety trend over the of Jernbaneverket past 20 years has been positive. In 2006, Under the terms of the Licensing accidents on the Norwegian rail network Regulations dated 16 December 2005, killed one person, who fell on the track at Jernbaneverket is required to obtain a station as a train was pulling in. safety certification from the Norwegian Railway Inspectorate. The requirements No passengers were killed in 2006. for certification are set out in the Safety Regulations dated 19 December 2005. The deadline for Jernbaneverket to obtain safety certification was originally 1 January 2007, but in a letter from the Ministry of Transport and Communica- tions dated 22 December 2006, this was extended to 1 January 2008. Annual number of fatalities – sliding average for 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 06 27 Safety systems on the rail network as at 31 December 2006 Vassijaure Narvik Vassijaure Kiruna Narvik VasLsuijleaåure Kiruna Narvik Stockholm VassLiujaleuåre SKtiroucnkaholm Narvik Luleå Sikkerhet langs jernbanen SKtiroucnkaholm Luleå Sikkerhet langs jernbanen Stockholm SikkerhSeLinestrtelkan nwithinggs CTC*mjeerdn andfbjear nATC**estnyring* og ATC** SikkerhSettrelaknignsg mjeerndbfjaernnesntyring* og ATC** Lines without CTC and ATC Bodø SSttrreekknniinnggumteendffjjeerrnnssttyyrriinngg*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 Narvik Vassijaure Kiruna NarvikVassijaure VassLiujaleuåre Narvik Kiruna Narvik KiruVnaassSijtaouckreholm Narvik Luleå LulVeåassSKijtiraouucnkraeholm Namsos StockhoLKluimrluenåa Grong Narvik Sikkerhet langs jernbanen VassSLiujtaoleucåkreholm Namsos SKtiroucnkaholm Grong Narvik Luleå Namsos Sikkerhet langs jernbanen SLinesLitrnesekn withing m GSM-Red GSM-R SKtiroucnkaholm Grong Luleå Namsos SikkerhSettrelaknignsg mjeerndbfjaernnesntyring* og ATC** Grong Sikkerhet langs jernbanen Stockholm Steinkjer SLittrnesreekkn withnininggm GSM-RmedeGdS fandjMer- RnScanetsotgyrSin ctraingan*eo tradiogtoAgTraCd*io* Steinkjer Sikkerhet langs jernbanen Bodø Strekning mutedn fjjernstyring*ooggAATTCC** Fauske SikkerhSettrelaknignsg mjeerndbfjaernnesntyring* og ATC** BodøBodø im Steinkjer ØOthervrige linesstrekninger he Strekning uten fjernstyring og ATC FauskFeauske nd o m Steinkjer Strekning med fjernstyring* og ATC** Bodø Tr i Storlien he Strekning uten fjernstyring og ATC Bodø Fauske nd Østersund o m Strekning mutedn fjjernstyring*ooggAATTCC** Fauske Tr Heill Storlien he Sundsvall GSM-R = Global System for Mobile Communication for Rail Bodø nd Østersund o m Stockholm Strekning uten fjernstyring og ATC Fauske Tr Hei ll Storlien he Sundsvall Bodø d Østersund Støren on Stockholm Strekning uten fjernstyring og ATC Fauske Tr Hell Storlien Sundsvall Støren SØtsotcekrshuonlmd Hell Sundsvall Støren Stockholm Mo i Rana Oppdal Støren Mo i Rana Åndalsnes Mo i Rana Oppdal Åndalsnes Røros Mo i Rana Oppdal Mo i Rana Åndalsnes Røros Mosjøen Oppdal Mosjøen Mo i Rana Åndalsnes Røros Mosjøen Mo i Rana Røros Mosjøen Dombås Mosjøen Dombås Mosjøen Otta Koppang Dombås Mosjøen Otta Koppang Dombås Otta Koppang Otta Koppang Lillehammer Dokka Lillehammer Elverum Flåm Gjøvik NaNmasmosos Voss Gol Dokka Lillehammer Elverum Grong Flåm Gjøvik Hamar Grong Myrdal Dokka Lillehammer Elverum Namsos PaVlomsasfoss Gol Eina Hamar Flåm Gjøvik n Grong e Voss Myrdal Gol Dokka o Elverum Namsos Palmafoss Eina m Hamar r Bergen Flåm Gjøvik n Namsos Grong e e d Myrdal o Eidsvoll Grong Voss Gol Hen r Eina m Palmafoss Roa a Hamar r Bergen n NamSsteoisnkjer G Kongsvinger e e Steinkjer d Myrdal o Eidsvoll Grong Hen r Eina m Palmafoss Roa a r Bergen Hønefoss n Namsos G Kongsvinger e e Steinkjer n Årnes d o Eidsvoll d r H e n Grong n m Roa a r Hønefoss m Oslo S Bergen u Charlottenberg im G Kongsvinger e s e m n Årnes Steinkjer d h m k LillesEtirdøsmvoll d i a r e d k Her n e n n Roa a h Steinkjer o o Hønefoss m OAslsokeSr u Rollag D r d d Charlottenberg G Kongsvinger T Storlien H s n m a Arvika n Årnes o t k Lillestrøm m d Ski r a e i s k Storlien r T e Østersund n Steinkjer e o Karlstad h Hønefoss m OsAloskSer u Rollag D d Charlottenberg Hdell Tinnoset K k H s n Østersund m a Arvika Sundsvall n o k Årnes i t n k Lillestrøm o d Ski Mysen m a Stockholm e r Hei ll s k g p r Storlien n s T e Sundsvall e o Karlstad Steinkjer Stockholm m Asker OsloS S h u Rollag b D m N d Charlottenberg Tinnoset K e k d i H s Østersund o m e Nordagutu a Arvika n o r k i t t nk g MosSskiLillestMrøymsen o h Stockholm o a Stockholm n r s d k g p Hell d s r T n Storlien e e d o Asker Karlstad Støren Sundsvall S t Rollag b D o N e r d m K k r Tinnoset e r i o n H e T Storlien Nordagutu a Arvika Østersund o r k e g o i to nn g t MoSsksi SarMpsybsoerng Stockholm Støren h Stockholm n s g p d a s H dHell Østersund e n d d e Karlstad S Sundsvall SkienN e i b r t o K k m NordTaingnuotuset o En ee r Halden r Hei ll Storlien o r Fk redrikstad T g o e to n n g i Moss SaMrpyssbeonrg Stockholm h Sundsvall n Støren Stockholm g p d as H d d d e n Østersund S SkieNn e i b r t o Stockholm Nordagutu o nE eer r Fredrikstad HaldKeonrnsjø r Hell Storlien o T Stavanger tBo revik nLgagrvik Moss Sarpsborg Sundsvall Neslandsvatn n d a H Oppdal Støren d d e Østersund Skien e i r t SannidalnE e r Fredrikstad HaldeKnornsjø Støren Hell Stockholm Stavanger Neslandsvatn BrevikngLarvik o Sarpsborg Åndalsnes Sundsvall a H Gøteborg Oppdal Skien id Simonstad SannidalE Fredrikstad HaldeKnornsMjøalmø Åndalsnes Støren Røros Stockholm Stavanger Neslandsvatn Brevik Larvik Oppdal Nelaug KGøøbetenbhoarvgn Egersund Simonstad Sannidal KornsjøMalmø Åndalsnes Støren Røros Stavanger Sira Neslandsvatn Brevik Larvik Oppdal NAelraeungdal KGøbteebnohragvn Egersund Sira Simonstad Sannidal Malmø Åndalsnes Oppdal Røros NeAlaruegndal KGøbteebnohragvn Åndalsnes Egersund Sira Simonstad Malmø Oppdal Røros Røros Kristiansand NeAlaruegndal København Åndalsnes Egersund Sira DomObpåpsdal Kristiansand Arendal Åndalsnes Røros Dombås Otta Koppang Kristiansand Røros Dombås Otta Koppang Kristiansand Dombås Otta Dombås Koppang Otta Dombås Lillehammer Koppang * CTC (centralized traffic control) means that Otta Koppang Dombås Dokka Elverum station interlockings communicate with and are Flåm Otta Gjøvik Lillehammer Koppang Voss Gol DoOkkttaa LillehamHmaemrar EKloveprpuamng controlled remotely from a control centre. MyFrldåaml Gjøvik Palmafoss Eina Dokka Lillen hammer Voss Gol e Elverum Flåm GjøvikLilleo hammHear mar m Bergen Myrdal Dokka r Voss Gol e Elverum Palmafoss Einad EidHsavomllar r Flåm Dokka Hen GjøvikLillehn ammer Elverum a Flåm Roa e o ** ATC (automatic train control) is a collective Voss Myrdal Gol Gjøvik G Kongsvinger Palmafoss Eina m Hamar r Bergen Voss Dokka Lillehn ammer Elverum Gol e Flåm Hønefoss e Hamar d Myrdal Gjøvik o Eidsvoll r Hen n Årnes d Eina m a Palmafoss e Roa r n terms for the systems known in Norway as DATC Bergen Myrdal Dokkan Elverum Voss G Kongsvinger m Gol e Oslo S e Palmafoss u Eina Hamar Charlottenberg Flåm n d o s Eidsvoll m Gjøvik r k Hen Le illestrøm a m a k Roa r o Myrdal Hønefoss r Bergen o Asker Voss G Kongsvinger Gol D Rollag e d Eina m Palmafoss n (partial ATC) and FATC (full ATC). Partial ATC is H Hamar r n Årnes d a Eidsvoll Arvika d r Bergen e t e Hen Ski e n s Roa a d o Hønefoss m Oslo S Eidsvoll u Myrdal e r CKhaarlsrltoatdtenberg Hen G Kongsvinger k K s Eina m a Tinnoset m Roa Palmafoss n r o n Årnes k k Lillestrøm d i a Bergen n e Mysen G KongsvSitnogcekhr olm e e k a system that applies the brakes if a train acciden- g r p n d s o o Hønefoss m OsAloskSer Eidsvoll u D S Rollag b r N Hen d Charlottenberg H e s m a m o Ra oa Arvika Nordagutu r n Hønefoss r Årnes t t k g Moss Lillestrøm d Ski a Bergen o e G Kongsvinger n e s k d r n n e Årnes d d e o Karlstad m Asker Eidsvoll Osl t o S d u D Rollag r e r e tally passes a stop signal. It also monitors train d Charlottenberg r Tinnoset K Hen k H n s n e a m Ra oa Arvika o k g o Hønefoss m i t Sarpsborg k Oslo S nu SkiLillestMrøymsen Charlottenberg n a Stockholm G Kongsvinger H s k g p s a r m d s n Årnes e o i k Asker Lillestrøm Karlstad S d b D SkRieonllag a e N d KE k k Halden Tinnoset e r H o n Fredrikstad Nordagutu a Arvika o r k speed on entering and leaving stations. Full ATC o Hønefoss m Asker i t g Oslot S u Rollag n D MoSsksi Mysen o d ChaSrltootcteknhboelmrg n s g p H d s m a Arvika s n e Årnes d e t k Lillestrøm Karlstad S t d b Ski a N e r e k K s r k Kornsjø Tinnoset e r Nordagutu o n n e Stavanger Brevoik r k e o o Karlstad g m Asker t LagrvikOsloi S u Neslandsvatn Rollag n D Moss SaMrpyssbeonrg o d ChaSrltootcteknhboelmrg K n k n Tinnoset g p H H incorporates speed monitoring between stations d s a m a Arvika o s k e d i t dk Lillestrøm S in b t Ski Mysen SkSieaNnnidael r a Stockholm s r k g p Nordagutu o nE s eer r Fredrikstad Halden e o o g Asker Karlstad t g S Rollag b D Moss Sarpsborg N o d K n k Gøteborg Tinnoset e n H o d H a Nordagutu a Arvika o r k e d i t d g t Moss as well. o e in r t Ski Mysen Stockholm Simonstad Skien n s r d nE gs e p HaldeKnornMsajølmø e Fredrikstad e d g o Karlstad S Stavanger N Breevik b r t Sarpsborg K n k NeslandsvatnTinnoset eLarvik r NNoerdlaauggutu o n a e H København o r k g o Egersund to ind n g i Moss SaMrpyssbeonrg Stockholm Skien n g p Sira SanndidalE as H HaldeKnornsjø d d e Fredrikstad S Stavanger SkieNn Breeviik b r t Neslandsvatn Larvik r NorAdaregnudtaul o nE eer Fredrikstad Halden Gøteborg to ng g o Moss Sarpsborg n Sanndidal a H Kornsjø Simonstad d d e Malmø Stavanger Skien Breeviik r t Neslandsvatn nE Le arvik r Fredrikstad HaldeKnornsjøGøteborg Stavanger NeslandsNvaetlnaug BrevikngLarvik o Sarpsborg København Sannidal a H Egersund Sira Simonstad id Malmø Kristiansand SkSieannidalE Fredrikstad HaldeKnornsjøGøteborg Stavanger NeslandsNvaeAtlnaruegndal Brevik Larvik København Egersund Sira Simonstad MGøatlmebøorg Simonstad Sannidal Kornsjø Stavanger NeslandsNvaeAtlnaruegndal Brevik Larvik KMøablmenøhavn Egersund Sira Nelaug KGøbteebnohragvn Egersund Simonstad Sannidal Sira Kristiansand Arendal Malmø NeAlaruegndal KGøbteebnohragvn 28 Egersund Simonstad Sira Kristiansand Malmø Arendal Egersund Nelaug København Sira Kristiansand Kristiansand Arendal Kristiansand Kristiansand Operating accidents in 2006 using the UIC Safety Database definition where the incident entails costs > EUR 150 000, death or serious injury Type of accident Incidents Fatalities Serious injuries (1) Collisions 4 0 0 • Train operations (train/train) 1 0 0 • Train operations (train/object) 3 0 0 • Shunting 0 0 0 Derailments 5 0 0 • Train operations 5 0 0 • Shunting 0 0 0 Level crossing accidents (2) 1 0 1 • Crossings with barriers, lights and claxons 1 0 0 • Crossings with gates 0 0 1 Other level crossing accidents 0 0 0 Rolling-stock fires 1 0 0 Other accidents (3) 2 1 1 Total 13 1 2 (1) Serious injuries are defined as people deemed unfit to work for more than 14 days after the accident. (2) Collisions between road vehicles and railway rolling stock. (3) Other accidents resulting in death or serious injury. Punctuality Passenger services After two years of good punctuality, Most routes and service types saw a timekeeping deteriorated in 2006. decline in punctuality in 2006. The year began with heavy snowfall in southern Norway, which led to major The only services to meet the punctuali- operational problems. Extreme weather ty target were regional and local services conditions – heavy downpours and on the Gjøvik line, local services between strong winds – were a recurring feature Arna and Bergen, and local services in throughout the year. the Trondheim and Salten (Bodø) areas. Elsewhere, timekeeping was generally Jernbaneverket’s overall punctuality poorer than in 2005. The worst deteriora- target is that at least 90% of trains must tion was on Oslo suburban services and arrive at their destination on time. regional services on the Østfold line. Train punctuality 1996–2006 100 90 Long-distance e 80 Regional 70 Oslo suburban 60 Airport Express Freight % of trains arriving on tim 50 40 30 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 Note: Figures for Oslo suburban services are rush-hour figures. 29 Airport Express services arriving at Oslo In the course of the year, bad weather Gardermoen Airport achieved a punctu- caused a number of operating problems, ality rate of 96% in 2006. including overhead line damage and power outages, flooding, landslides Freight and avalanches (causing derailments). Freight traffic likewise saw a decline in The Bergen line was particularly badly punctuality on all routes and service affected. types in 2006. The target of 90% of trains arriving on time was not met on any Punctuality Report 2006 route. The worst deterioration was on Jernbaneverket’s Punctuality Report for the Dovre line, where the punctuality 2006 is available online at rate was 75%, down from 84% in 2005. www.jernbaneverket.no. Causes of late running Timekeeping is poorest on Oslo suburban Customer Satisfaction services, owing to the fact that some Jernbaneverket has set out its responsi- sections are overloaded, especially at bility for providing public information in peak times, causing knock-on delays. its service guarantee. What is more, major engineering works have been under way for a long time on The aim of the service guarantee is to the Drammen line, which carries trains highlight Jernbaneverket’s services to to and from destinations throughout the the consumer while encouraging con- east of Norway, as well as the south and tinuous improvement of products and west. The Drammen line is therefore the services. key to better punctuality on Norwegian railways. On the Østfold line too, road This is achieved by inviting consumers construction work in the Bjørvika/Lo- to send complaints and feedback to enga area led to track realignments and Jernbaneverket’s handling centre. poor timekeeping. The issues raised are then passed to investigators, who produce summaries Large-scale engineering works were car- of the various categories of complaint, ried out by closing the sections in ques- trends, etc. These reports are used as a tion to all traffic over some weekends, basis for prioritizing action. Consumers with passengers being transported by are entitled to receive a response from bus over all or part of the route. Jernbaneverket if they so wish. Heavy snowfall in eastern Norway The total number of complaints was caused major operational problems in higher than in 2005. This may be be- the early part of the year. cause, from 1 November 2005, consum- ers were able to send feedback direct to The large growth in freight traffic has led Jernbaneverket’s handling centre by SMS to capacity problems, especially at the text message or email. Alnabru terminal in Oslo, delaying the departure of freight trains. Jernbaneverket plans to develop addi tional methods of measuring customer Technical systems (especially interlock- satisfaction. ings) on some sections suffered from a large number of faults, particularly in the Oslo area. Faults of this kind adversely affect punctuality, as do rolling-stock faults, which were also prevalent at times. 30 Breakdown of the 1 536 complaints recorded in 2006: Code Subject of complaint 2006 2005 1 Lack of up-to-date timetable information 99 44 2 Lack of information on platform/track changes 61 40 3 Lack of information on passing trains 41 9 4 Lack of information on delays 547 290 Subtotal 748 492 5 Station cleanliness and tidiness 365 42 6 Adequate lighting 62 23 7 Miscellaneous 361 109 Total 1536 557 The recording procedures for “station station accessibility, parking facilities, cleanliness and tidiness” were effective etc. This heading also covers com- 1 November 2005. “Miscellaneous” in- plaints from visually or aurally impaired cludes complaints and requests regard- consumers who found the information ing signage, public address systems, in- inadequate for their needs. formation screens, public waiting rooms, Number of complaints per month 250 200 150 2005 of complaints of . . 2006 No 100 50 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 400 350 300 s 250 200 of complaint of . . No 150 100 50 0 W. line line line . . . . åm line old line vre line gen line Fl Main line ndsfj old line E. Røros line old line Gjøvik line Do estf Ber Kongsv Ra Sørland line Arendal line V Meråker line Stavne-L. dermoen line Østf Bratsberg line Nordland line Østf Drammen line Spikkestad line Gar 31 Customer satisfaction with three of the survey. Based on the survey figures for elements for which Jernbaneverket is autumn 2006, customer satisfaction was responsible is covered by NSB’s market as shown below. Station area % 60 50 40 30 20 10 0 ow kn t n’ satisfied ry Do dissatisfied irly satisfied ry Ve Fa nor dissatisfied Ve Neither satisfied ther dissatisfied Ra Local services Regional services Information at stations % 60 50 40 30 20 10 0 ow kn t n’ satisfied ry Do dissatisfied irly satisfied ry Ve Fa nor dissatisfied Ve Neither satisfied ther dissatisfied Ra Local services Regional services 32 Oslo Central station Photo: Øystein Grue Information in the event of problems % 60 50 40 30 20 10 0 ow kn t n’ satisfied ry Do dissatisfied irly satisfied ry Ve Fa nor dissatisfied Ve Neither satisfied ther dissatisfied Ra Local services Regional services 33 Productivity and Process Quality emphasizes the correct use of resources and quality management in internal processes. 34 Productivity and Process Quality Jernbaneverket’s task is, within agreed Parliament has also decided to con- financial parameters, to provide a rail duct a trial application of the accrual system that meets social and market principle in public-sector accounting. requirements in terms of capacity, safety, Jernbane¬verket has been chosen as availability, speed, axle load, loading one of the pilot organizations. For this gauge, passenger comfort and travelling reason, Jernbaneverket has adopted experience, environmental standards, accrual accounting for internal purposes. and public information. The government grant is translated into internal result targets for each depart- The financial deviation from the govern- ment. Formal reporting to the Ministry ment grant paid to Jernbaneverket (Na- of Transport and Communications is still tional Budget section 1350) in 2006 was on a cash basis, but we are in the proc- 0.02 parts per million, equivalent to 11 ess of adopting accrual-based data for minutes of spending at the average rate. management purposes. Jernbaneverket’s accounts Cash accounts The Norwegian Parliament makes a bud Summary get allocation to Jernbaneverket on the Jernbaneverket’s accounts in the cash accounting principle. The accounts National Budget comprise section 1350 show income and expenditure allocated Expenditure and section 4350 Income according to purpose, and therefore show offset against annual grant allocation. cash use rather than resource use as a regular set of accounts would. Cash accounts 2006 (NOK million) Allocation Actual Deviation Section 1350 Expenditure Item 22 Restructuring costs 58.4 40.4 18.0 Item 23 Operations and maintenance 3 102.5 3 206.3 -103.8 Item 25 Operations and maintenance, airport line 96.4 80.4 16.0 Item 30 Capital expenditure 1 514.6 1 444.7 69.9 Total section 1350 4 771.9 4771.8 0.1 Section 4350 Income Item 01 Track charges 20.0 23.0 3.0 Item 02 Sale of equipment and services 100.0 178.9 78.9 Lysaker station, spring 2006. Item 06 Resale of electricity for train operations 179.1 247.4 68.3 A 300-metre-long steel wall is Item 07 Payment for use of airport line 78.6 83.1 4.5 designed to protect traffic on the Drammen line during construction Item 15–18.12 Reimbursements 0.0 39.3 39.3 work. Photo: Øystein Grue Total section 4350 377.7 571.7 94.0 35 The grant allocation for the year is Capital expenditure based on: The table below shows the financial • Letter dated 23 December 2005 from status of National Budget section 1350, the Ministry of Transport and Commu- item 30 Capital expenditure. nications concerning Jernbaneverket’s budget allocation for 2006 Capital expenditure for the year to 31 • Letter dated 23 March 2006 from the December 2006 totalled NOK 1444.7m. Ministry of Transport and Communica- The outturn cost of projects in 2006 was tions concerning the carryforward of NOK 1 710m. unspent funding • Letter dated 30 June 2006 from the The outturn cost of the GSM-R project Ministry of Transport and Communica- was lower than the budgeted cost. The tions concerning additional grant allo- Western Corridor, Sandnes–Stavanger, cations to Jernbaneverket and changes Alnabru freight terminal and Mosjøen– in priorities, spring 2006 Bodø CTC projects were subject to delays, as was Jernbaneverket’s contribu- The excess expenditure under item 23 tion to the Trondheim northern relief Operations and maintenance was largely road (Brattøra). In the focus areas, due to an increase in the purchase cost there were only minor deviations from of electricity for train operations. See the program, including a delay to the also excess income under item 06 Resale Nationaltheatret station project. of electricity for train operations. The underspend on GSM-R did not affect our objective of putting the emergency Capital expenditure 2006 – cash accounts (NOK million) 2006 status Project total Allocation Actual Deviation Budgeted Expected Deviation Sandvika–Asker 72.0 31.2 40.8 3 781.0 3 710.0 71.0 Lysaker station 165.0 242.3 -77.3 1 068.0 1 068.0 0 Kolbotn–Ski & Ski stn 35.0 5.4 29.6 2 736.0 2 736.0 0 GSM-R 510.0 504.3 5.7 1 783.9 1 797.0 -13.1 Sandnes–Stavanger 150.0 71.5 78.5 1 143.5 1 565.0 -421.5 Ganddal freight terminal 129.0 169.7 -40.7 445.7 445.7 0 Grong–Mosjøen CTC 28.5 54.4 -25.9 176.6 191.6 -15.0 Mosjøen–Bodø CTC 88.0 36.8 51.2 384.3 384.3 0 Trondheim relief rd (Brattøra) 40.0 22.0 18.0 77.8 77.8 0 New infrastructure 1 217.5 137.7 79.8 11 596.8 975.4 -378.6 Lysaker–Sandvika 103.5 129.5 -26.0 2 730.0 2 730.0 0 Alnabru freight terminal 23.0 12.4 10.6 204.0 215.0 -11.0 Bergen–Fløen 5.0 5.4 -0.4 112.3 112.3 0 Detailed planning/land acquisition 31.5 47.4 -15.9 3 046.3 3 057.3 -11.0 Safety 60.5 53.5 7.0 Capacity enhancements 36.0 31.8 4.2 Environmental protection 0 0.3 -0.3 Stations and interchanges 43.0 72.8 -29.8 Customer information 0 0.3 -0.3 Miscellaneous/carryforwards 26.1 0.9 25.2 Focus areas 165.6 59.6 6.0 Total capital expenditure 1 514.6 444.7 69.9 36 network into operation on 1 January to inadequate documentation of the exist- 2007. The lower outturn cost is largely ing facilities. A revised project timeline is explained by the fact that the scope of now being drawn up. outstanding work, defect rectification and miscellaneous documentation was The other deviations from the program less than budgeted for. were temporary in nature. A number of projects in the focus areas were late in Jernbaneverket continues to work on starting and therefore ended the year finding solutions that will allow the Nord below budget. land line CTC project (Mosjøen–Bodø) to be completed in 2009. The largest Because of market conditions, a great deal risk factor is a shortage of signalling of uncertainty surrounds the estimated expertise. project costs for Kolbotn–Ski, Ski station, Alnabru freight terminal and Sandnes– The Sandnes–Stavanger project is Stavanger. behind schedule following a late start to construction and delays in completing Accrued accounts land acquisitions, owing to recruitment Jernbaneverket has now completed problems and the general shortage of two years of accrual-based accounting signalling expertise. according to Norwegian State Accounting Standards (SRS). For complete financial The Alnabru container terminal project statements and notes, please see pages has been delayed by the need to clarify 46–64. The presentation here differs from certain aspects of the plans, partly owing SRS in that transactions against liabilities Income Statement NOK million 2005 2006 Operating income Track charges 109 99 Operating grants 2 636 2 932 Other operating income 442 491 Total operating income 3 186 3 522 Operating costs Cost of goods 351 401 Employment costs 1 645 1 740 Other operating costs 714 688 Total operating costs 2 709 2 829 EBITDA 1) 478 693 Depreciation and amortization 526 601 Net interest -2 1 Extraordinary costs - 118 Result for the year -46 -27 Allocation of result Increase in state equity (liability) 483 573 Reduction in state equity (liability) -526 -601 Offset against payable to State Treasury -4 1 Total allocated -46 -27 1) Earnings before interest, tax, depreciation and amortization 37 relating to fixed assets are treated as an Depreciation costs increased by 14.4%, allocation of the result and not included largely as a result of the first full year of in the operating subsidy. depreciation on the new Sandvika–Asker double track. Depreciation for accoun The reduced income from track charges ting purposes exceeds the rate of rene in 2006 was due to the decision of the wal, indicating that the infrastructure is Norwegian Parliament to abolish charges run on a wear-and-tear basis. for all freight traffic below 22.5 tons axle load. In accordance with SRS, operating Extraordinary costs consist chiefly of grants include employer contributions compensation paid to NSB AS for creo- to the State Pension Fund, which totalled sote pollution at Lillestrøm. The result NOK 118m in 2006. The contra item is for the year was a deficit of NOK 27m, an included under employment costs. The improvement of NOK 19m on the 2005 increase in other income is attributable figure. partly to higher electricity prices. Balance Sheet NOK million 31 Dec 2005 31 Dec 2006 Assets Fixed assets Intangible assets 35 17 Property, plant and equipment 18 540 18 235 Investments 0 0 Facilities under construction 2 365 4 358 Total fixed assets 20 940 22 610 Current assets Inventories 192 197 Receivables 85 78 Prepaid expenses etc. 40 26 Cash and bank 19 13 Total current assets 335 314 Total assets 21 275 22 924 Equity and liabilities State equity Provision for long-term liabilities 20 795 22 470 Reconciliation to State Treasury excluding result for the year -46 -334 Result for the year -4 1 Total state equity 20 744 22 137 Long-term liabilities Pension liabilities - - Other long-term liabilities 475 457 Total long-term liabilities 475 457 Short-term liabilities Accounts payable 110 139 Other short-term liabilities -54 191 Total short-term liabilities 56 330 Total equity and liabilities 21 275 22 924 38 In the balance sheet summary on page central and regional administrative costs 38, all liabilities to central government and depreciation. In part, the figures are are included in “state equity” in order allocated on a notional basis. Please note to show the total capital invested in that the diagram shows the 2005 and Jernbaneverket. Other long-term liabi- 2006 figures side by side. lities include a construction grant for upgrading the Ofoten line and a “contra The diagram at the foot of the page item” to the Airport Express operating shows a breakdown of production costs rights. by field. The figures have been adjusted in line with the change in the consumer Efficiency targets – measuring price index from July 2005 to July 2006. productivity Depreciation and inventory changes are The diagram below allocates accrued in- excluded. frastructure operation and maintenance costs to each line. The diagram excludes Key product figure – kroner per route kilometre. Operations, corrective and preventive maintenance and renewals by line in 2005 and 2006, excluding depreciation 3000 2500 2000 km 1500 NOK/route 1000 500 0 ld line 2005 ld line 2006 vre line 2005 vre line 2006 old line 2005 old line 2006 gen line 2005 gen line 2006 fo fo her lines 2005 her lines 2006 oten line 2005 oten line 2006 Main line 2005 Main line 2006 Oslo area 2006 Oslo area 2005 Røros line 2005 Røros line 2006 st st Do Do Gjøvik line 2005 Gjøvik line 2006 Ot Ot Of Of Ber Ber Østf Østf Sørland line 2005 Sørland line 2006 Ve Ve dermoen line 2005 dermoen line 2006 Nordland line 2005 Nordland line 2006 Drammen line 2005 Drammen line 2006 Kongsvinger line 2005 Kongsvinger line 2006 Gar Gar Operations, corrective and preventive maintenance Renewals Breakdown of production cost at 2006 prices 300 000 250 000 Misc. operations 200 000 Misc. corr./prev. km 150 000 Track NOK/route 100 000 Power supply 50 000 Signals/interlockings Telecom 0 2005 2006 2009 target 39 Human Resources and Organizational Development emphasizes the input factors – people, skills, organizational structure and systems – necessary for Jernbaneverket to perform its tasks. 40 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- instructors in a variety of rail-related tives in the core area of Human Resources disciplines. The diagram on the next and Organizational Development: page gives a breakdown of course types and durations at the Norwegian Railway • To ensure sound and adequate exper- School in 2006. tise exists within the rail sector • To improve leadership at all levels As a result partly of workforce reduc- • To consider human factors during tions in 2005 and the organization’s age restructuring profile, a major challenge for Jernbane • To improve and simplify management verket is to maintain and renew key rail and monitoring systems operating skills. This applies in almost all fields, but in rail-specific occupations Skills development in particular there is a shortage of quali- in the rail sector fied personnel. The Norwegian Railway School helps to foster a shared understanding, shared In the Traffic Management division, the concepts and improved interdisciplinary average age of traffic control staff if 47. knowledge of the many specialized roles Over the next few years, many employ- within the rail system. The school’s task is ees are due to retire, so there is a need to ensure that specialized railway exper- to recruit trainee traffic controllers and tise is maintained and developed. train dispatchers. Nineteen trainees began training at the Norwegian Rail- The school was officially opened in way School in autumn 2005 and took January 2005, and its vocational training their final examinations in spring 2006. program for locomotive drivers was set up A further intake of trainees started the in 2004 under a mandate from the Ministry program in autumn 2006 and will take of Transport and Communications. their exams in spring 2007. The first intake of student drivers took The Traffic Management division de- their final examinations in January 2006. voted a great deal of time and resources The school also offers basic training for to skills development in the course of traffic controllers, traffic safety training, the year. A two-day staff conference was professional courses for the entire rail held for all employees, focusing on the sector (Jernbaneverket, train operating management of traffic, power supply Welding operations at Loenga in the Bjørvika district of Oslo. companies and external contractors) and public information. The confer- Photo: Øystein Grue and programs for trainees, tutors and ence was run with the help of external 41 instructors and with extensive manage- in 2006 was therefore on giving newly ment participation. Gatherings of this promoted managers a firm grounding in kind are crucial to fostering a shared un- their new role. Two tailor-made manage derstanding of customer requirements ment development programs were and the role of Traffic Management in run, aimed at operational managers in interaction with other players. production and administration. Management development A management development program One of Jernbaneverket’s priorities is to for potential managers came to an end offer programs for its managers that in 2006. This was the third time we had encourage personal and professional undertaken such a program. development in line with current organi- zational challenges. The departure of Jernbaneverket held a management many managers on the production side conference for 120 managers in May as part of workforce reductions presented 2006. The subject was the organization’s the main challenge in 2005. The focus public image and image-building activi- of management development efforts ties. The business plans of individual Activities at the Norwegian Railway School 450 400 350 300 ys 250 of course da 200 . . No 150 100 50 0 , c et , , tions meetings er training GSM-R ourses and inspec ternal rentals rentals ternal ty c Driv Signalling/OLE ain dispatchers ain Ex fe Tr ack maintenance maintenance ack Sa 42 Tr Education, Ida Bøe and Bjørn Kristian Bakka are looking Nina Løvdal at work in the new Trondheim Track maintenance technician Arild Kvaal forward to a career in Traffic Management. traffic control centre, opened 22 May 2006. works on a track switch, while Vegard Lade Photo: Sindre Ånonsen Photo: Arvid Bårdstu acts as lookout. Photo: Øystein Grue departments for 2007 include activities Personnel and working designed to bolster the organization’s environment image. Workforce On 31 December 2006, Jernbaneverket HR management and had 2 930 permanent employees, or monitoring systems 2 874 full-time equivalents (FTE), com- Jernbaneverket has a process-based pared with 2 853 FTE at the end of 2005. management system. Consequently, all paper manuals are gradually being Sick leave converted into electronic process charts The diagram below shows that the detailing activities, lines of responsibil- proportion of working days lost through ity and associated procedures. The skills illness has varied somewhat over the development process went online in years 2000–06, peaking at 7.74% in 2002. 2006, while the HR process is under The rate of absenteeism in 2006 was development and will go online in 2007. 5.20%, which ranks alongside the 1997 figure (also 5.20%) as Jernbaneverket’s best-ever performance. Sick leave and long-term absenteeism 2000–2006 8 7 6 5 4 3 2 1 0 00 01 02 03 04 05 06 Total sick leave Long-term absenteeism 43 Through our “inclusive workplace” to 2005 was positive, but the figures for scheme, we have helped to reduce long- 2006 show a slight negative tendency. term absenteeism from 4.31% in 2002 to 1.98% in 2006 – a noteworthy achieve- Overtime ment that indicates a very successful A total of 294 167 hours of overtime were approach. recorded within Jernbaneverket in 2006, an increase of 17.5% on 2005. Night work Workplace injuries (between 8 pm and 6 am) accounted 2006 was the first year in which Jernbane for over a third of these hours, and this verket collected data on workplace seems to be a recurring pattern. A small injuries among its own staff, external group of employees reported large contractors and employees of train oper- amounts of overtime in both 2005 and ating companies. The table below shows 2006. Repeated cases are being moni- that a total of 122 injuries were reported, tored to avoid an unnecessarily heavy including 70 among Jernbaneverket overtime burden on certain groups and employees. individuals. The largest number of injuries, and the most serious, occurred on the operations side of the business. The trend from 2002 Workplace injuries to Jernbaneverket and external employees in 2006, categorized by degree of injury, in absolute figures Serious Moderate Minor injuries First aid but injuries injuries causing absence no sick leave Total Operations 1 4 21 18 47 Other parts of JBV 0 0 8 15 23 Total for JBV 1 4 29 33 70 External contractors 0 2 8 20 30 Train staff 22 Total 44 Vegard Svendsen, a qualified train driver, is Civil engineer Vera Jensen at work on a new Bjørn Jensen acts as lookout while Per Erik one of three people licensed to drive Jernbane master plan for a tunnel between Bergen and Lindsetmo drives the machine clearing verket’s heaviest yellow track-maintenance Arna. Photo: Øystein Grue lineside vegetation. Photo: Øystein Grue machines. Photo: Øystein Grue Staff surveys – Equal opportunities Human Capital Index (HCI) We have now obtained a better overview Since 2004, Jernbaneverket has con- of pay increases relative to gender within ducted annual staff surveys designed Jernbaneverket. We intend to look for to measure job satisfaction. The idea solutions to counter the under-represen- behind HCI is that, by following up tation of one or other gender in certain the survey findings, we can improve roles and specialist fields. There was no employees’ job satisfaction and hence significant increase in the number of their performance and wellbeing. We female managers during the year, and have enjoyed a high response rate in the proportion of management roles excess of 80% to all these surveys, and filled by women remained at 13.2% as in the HCI showed a positive trend in 2005. Our objective remains to raise the 2006. Jernbaneverket’s operations and proportion of female managers to 20% maintenance business is not included throughout the organization. in the HCI surveys because these are conducted online and large parts of the To bring us closer our goal of equal operations business do not use PCs. opportunities, women and men alike are being encouraged to apply for roles where their gender is currently under- represented. Meanwhile, we are focusing on training and developing potential female managers. 45 Accounting Policies Since Jernbaneverket is a central Fixed assets government agency, its financial state- The balance sheet value of intangible ments form an integral part of the State assets and property, plant and equip- Accounts. As such, Jernbaneverket has ment has a contra item, liabilities relating no board of directors to propose alloca- to fixed assets, which represents the tion of the result. financing of these fixed assets. When intangible assets and property, plant and The financial statements have been equipment are acquired, the acquisition prepared in accordance with Norwegian cost is capitalized. State Accounting Standards (SRS) and guidance notes issued by the Ministry Depreciation of fixed assets is expensed. of Finance in connection with its trial of Revenue is recognized in line with de- accrual accounting in selected govern- preciation charged, resulting in gradual ment agencies. However, the presenta- reduction of liabilities relating to fixed tion here differs in some respects. assets. As a consequence, the sum of intangible assets and property, plant and Unless otherwise specified, all figures are equipment will always be fully financed in thousand kroner (NOK 1000). by liabilities relating to fixed assets. Property, plant and equipment On realization/disposal of operating Property, plant and equipment are assets, the accounting gain/loss is capitalized and depreciated over the recognized in the income statement. expected life of the asset. Revenue equal Gains/losses are calculated as the differ- to the depreciation amount is recog- ence between the sale proceeds and the nized and offset against the capital grant balance sheet value at the date of reali- liability. zation. The remaining book value of the liability relating to the fixed asset at the Direct maintenance of property, plant date of realization is shown as reversed and equipment is expensed on an on deferred revenue on fixed asset disposals going basis under operating costs, while in the financial statements. renewals/upgrading are added to the asset’s cost price and depreciated in line Inventories with the asset. Inventories of purchased goods are valued at acquisition cost or fair market Intangible assets value, whichever is the lower. Depending Jernbaneverket has capitalized two IT on location, two different valuation systems under this heading. One is a methods are used. The main warehouse specially developed system for operating is valued at purchase cost including and maintaining track-mounted and freight and insurance (CIF). Regional trackside technical equipment. Only warehouses are valued on the basis of the value of goods and services from average cost of goods per article per external suppliers is included in the capi- warehouse. Freight between the main talized value. The other system is an IT warehouse and regional warehouses is system for inventory management. Here, expensed. A uniform valuation policy the depreciation method used is amor was introduced in 2006. Since 1 January tization of the licence cost over three 2006, all the activities of Jernbaneverket years. User rights to other IT systems are have been VAT deductible. The value of covered by annual licence costs. inventories in the opening balance sheet 46 on 1 January 2006 therefore did not company) includes the right to opera- include VAT. No assessment of obsoles- tional priority on the airport line with a cence has been made. value of NOK 424m and a depreciation period of 30 years. Jernbaneverket has a Receivables corresponding obligation recorded in its Trade receivables and other receiv balance sheet. ables are reported on the balance sheet at face value. Other long-term liabilities are not included in the balance sheet, either State funding because it is uncertain whether they will The financing of fixed assets included occur or because the value of the liability in the opening balance sheet for the is impossible to calculate (see SRS 19, first time is classified as a long-term contingent liabilities and contingent liability. This liability is reduced in line assets). with the depreciation of the fixed as- sets covered by the financing. Certain Pensions developments are not wholly financed As a general rule, employees of gov- through central government grants ernment agencies are members of the to Jernbaneverket. Other government Norwegian Public Service Pension Fund departments, counties, municipalities (SPK). The SPK scheme is a defined bene and companies contribute, for exam- fits scheme. The scheme is not funded, ple, to the financing of new stations, but SPK operates with a notional fund, level crossing projects and capacity calculated on the basis of set guidelines. enhancements. In cases where The size of the fund corresponds in prin- Jernbaneverket owns all of the com- ciple to the estimated pension liability as pleted project, the total acquisition calculated by SPK. cost is included in the balance sheet, but the financing is split between Under the Accrual Accounting project, a liabilities to central government and simplified accounting approach for pen- liabilities to others. These liabilities are sions has been adopted. Accordingly, no reduced in line with the depreciation calculation or provision for any surplus of the facility. Where others own part or shortfall in the pension scheme (as de- of the facility, only Jernbaneverket’s fined in Norwegian Accounting Standard portion is reflected. NRS 6) has been made. The pension cost for the year therefore represents the In the case of current assets, short- annual premium cost, calculated as 12% term liabilities and other liabilities of pensionable income. Also see Note 2, included in the opening balance sheet, page 58 for a more detailed description fair market value is used as a basis of of the method used. valuation. The net financing require- ment that technically arises as a result Sales income of establishing the opening balance Sales income is recognized in the sheet is classified as an accrued pay- period in which the associated costs are able to the State Treasury. recorded. Long-term liabilities Income from government grants The balance sheet of Flytoget AS Subsidies for operations and main (the Airport Express train operating tenance are recognized in the period 47 In November 2006, Grønland level crossing in downtown Drammen was closed and replaced by an underpass. in which the activity that the subsidy is State group account scheme intended to finance is performed, i.e. Central government agencies are the period in which costs are incurred. covered by the state group account Subsidies of this kind are intended to scheme. All bank deposits and cover operations and maintenance in payments are reconciled daily against the budget year corresponding to the Jernbaneverket’s settlement accounts accounting period. Subsidies for opera- in Norges Bank (the Central Bank of tions and maintenance are, apart from Norway). the portion used for renewals/upgrading, credited to income in the accounting Jernbaneverket is not provided with cash year. The remaining portion is accounted in the course of the year, but has drawing for in the same way as capital grants. rights on its group account equal to These liabilities are reduced in line with the net operating subsidy plus the depreciation of the facility. capital grant. The difference between income from government grants and net Capital grants are recognized in the drawings on the group account is shown same period as the capital project is under Reconciliation to State Treasury. undertaken, increasing Jernbaneverket’s At year-end, special rules apply to settle- liabilities to central government. ment/carryforward of payables. In the event of carryforward to a new account- Self-insurance policy ing year, the balance of the individual Norwegian central government operates settlement account in Norges Bank is a self-insurance policy. Accordingly, reset to zero. there are no items in the balance sheet or income statement that seek to reflect alternative net insurance costs or liabilities. 48 Income Statement (NOK 1000) Note 2006 2005 Operating income Net income from government grants 1 -2 960 311 -2 678 113 Fees and licences 1 -1 991 -1 699 Grants and transfers from other public bodies 1 0 -7 000 Gains on the sale of property, plant and equipment 1 -2 064 -12 686 Sales and rental income 1 -746 565 -483 874 Other operating income 1 160 680 -45 195 Total operating income -3 550 250 -3 228 567 Operating costs Employment costs 2 1 740 229 1 644 724 Cost of goods 400 795 350 648 Other operating costs 3 687 763 713 554 Depreciation 4, 5 601 087 525 512 Writedowns 4, 5 0 0 Total operating costs 3 429 873 3 234 439 Operating surplus/deficit -120 377 5 872 Financial income and costs Financial income 6 -15 901 -3 986 Financial costs 6 16 978 2 077 Net financial income/costs 1 076 -1 909 Income from shareholdings etc. Dividends etc. 6 0 0 Total income from shareholdings etc. 0 0 Surplus/deficit on ordinary activities -119 301 3 693 Extraordinary income and costs 7 0 0 Extraordinary costs 7 118 000 0 Total extraordinary income and costs 118 000 0 Reconciling items Provision for liabilities (net budgeted) 15 0 0 Reconciliation to State Treasury (gross budgeted) 8 0 -3 963 Reversal of deferred revenue on fixed asset disposals 9, 5 0 584 Total reconciling items 0 -3 379 Collection income Income from taxes and fees payable to State Treasury 10 0 0 Other income from collection activities 10 0 0 Transfer to State Treasury 10 0 0 Total collection income 0 0 Third-party grants Receipts from State Treasury payable as grants to third parties 11 0 0 Grants paid to third parties 11 0 0 Total third-party grants 0 0 Surplus/deficit for the year -1 301 0 Allocations 0 0 49 Balance Sheet – assets (NOK 1000) Note 31 Dec 06 01 Jan 06 ASSETS A. Fixed assets I Intangible assets Research and development 4 Rights and similar intangible assets 4 17 312 34 684 Total intangible assets 17 312 34 684 II Property, plant and equipment* Infrastructure 5 16 210 205 16 483 474 Buildings, land and other real estate 5 1 686 917 1 716 789 Machinery, plant and vehicles 5 281 675 290 054 Office equipment, fixtures and fittings, tools, etc. 5 56 429 49 540 Facilities under construction 5 4 357 841 2 365 138 Emergency equipment 5 0 0 Total property, plant and equipment 22 593 067 0 904 995 III Investments Investments in subsidiaries 13 100 100 Investments in associated companies 0 0 Investments in shares and business interests 0 0 Long-term receivables 13 0 0 Total investments 100 100 Total fixed assets 22 610 479 0 939 779 B. Current assets I Inventories and prepaid expenses Inventories 14 196 558 191 849 Prepaid expenses 18 5 055 39 994 Total inventories and prepaid expenses 201 613 31 843 II Receivables Trade receivables 16 49 383 67 483 Other receivables 17 28 939 17 485 VAT 158 332 0 Earned income not yet invoiced 18 16 447 0 Other earned income 4 045 0 Total receivables 257 145 84 968 III Cash and bank Bank deposits 19 12 686 18 544 Other cash and cash equivalents 19 119 127 Total cash and bank 12 805 18 671 Total current assets 471 564 335 482 Total assets 23 082 043 275 260 * Some classifications amended between 2005 and 2006. 50 Balance Sheet – equity and liabilities (NOK 1000) Note 31 Dec 06 01 Jan 06 EQUITY AND LIABILITIES C. Equity I Paid-up equity Paid-up equity 13 Total paid-up equity II Retained earnings Share in profits of subsidiaries and associated companies Retained earnings 12 Total retained earnings Total equity D. Liabilities I Provision for long-term liabilities Liabilities relating to fixed assets 4, 5 -22 469 668 -20 794 707 Liabilities relating to external financing of fixed assets 4, 5, 21 -140 711 -144 972 Obligation to Flytoget AS 21 -316 176 -329 923 Total provision for long-term liabilities -22 926 556 -21 269 602 II Other long-term liabilities Other long-term liabilities 21 0 0 Total other long-term liabilities 0 0 III Short-term liabilities Accounts payable -138 779 -109 716 Employee withholdings -59 379 -52 353 Taxes and duties payable 20 -27 226 110 356 Provision for holiday pay -130 013 -121 832 Due to employees 20 -2 195 0 Accrued liabilities 20 -121 523 126 110 Deferred revenue -9 193 0 Other short-term liabilities 0 -8 655 Total short-term liabilities -488 309 -56 090 IV Reconciliation to State Treasury/Provision for liabilities Reconciliation to State Treasury (gross budgeted) 8 334 122 50 432 Surplus/deficit for the year (account no. 1999) -1 301 0 Total 332 821 50 432 Total liabilities -23 082 043 -21 275 260 Total equity and liabilities -23 082 043 -21 275 260 51 Cash Flow Cash Flow Statement using the direct method (NOK 1000) 31.12.06 2005 Cash flow from operating activities Receipts Subsidies and grants (net budgeted) 0 0 Taxes, duties and fees to State Treasury 20 007 0 From State Treasury for grants to others 0 0 Sale of goods and services -703 005 512 871 Duties, fees and licences -91 208 0 Grants and transfers from other public bodies -35 0 Dividends 0 0 Interest -15 889 0 Refunds -39 904 41 812 Granted duties 3 637 0 Other receipts (VAT, etc.) -173 327 0 Total receipts -999 725 554 683 Payments Employment costs 1 475 003 -1 426 430 Capital expenditure (item 23) -572 764 483 384 Goods and services for onward sale 396 283 -1 811 414 Goods and services for own use (excl. item 30) 1 612 242 0 Interest 16 224 0 Holiday pay 0 0 Taxes and government duties (VAT refund) 0 397 322 Other payments 110 562 -118 713 Total payments 3 037 550 -2 475 851 Net cash flow from operating activities* 2 037 825 -1 921 168 Cash flow from investing activities Purchase of property, plant and equipment (item 30) 1 444 660 -1 545 547 Purchase of property, plant and equipment (item 23) 572 764 -483 384 Sale of shares and interests in other businesses 0 0 Purchase of shares and interests in other businesses 0 0 Purchase of other investments 0 0 Sale of other investments 0 0 Net cash flow from investing activities 2 017 423 -2 028 931 Cash flow from financing activities (net budgeted) Receipts of equity Repayments of equity Payment of dividends to State Treasury Net cash flow from financing activities 0 0 Effect of currency fluctuations on cash and cash equivalents 0 0 Net change in cash and cash equivalents -4 055 248 -3 950 098 Cash balance at 1 January 12 805 0 Cash balance at 31 December -4 042 443 -3 950 098 52 31.12.06 2005 * Reconciliation Surplus/deficit for the year - Book value of fixed asset disposals 311 261 Depreciation 601 086 564 Writedown of fixed assets Reconciling items 1 300 573 Grant income (gross budgeted) -4 508 682 159 Employer contributions/group life assurance, section 5700/5309 173 327 370 Provision for deferred revenue (fixed asset acquisitions) -2 272 098 513 Share in profits of subsidiaries 0 Share in profits of associated companies 0 Change in liabilities relating to fixed assets 1 653 169 938 Change in inventories -4 708 565 Change in trade receivables 18 099 768 Change in accounts payable 29 063 234 Effect of currency fluctuations 0 Pension funding (imputed) -118 857 393 Pension costs (imputed) 118 857 393 Items classified as investing or financing activities 2 017 423 334 Change in other accruals 253 882 191 Net cash flow from operating activities -2 037 825 005 -2 037 825 005 Adjustment to change in other accruals -200 563 0 53 Cash Flow Cash Flow Statement using the direct method (NOK 1000) * Reconciliation 2 006 Surplus/deficit for the period -1 300 573 Book value of fixed asset disposals 0 Depreciation on fixed asset disposals 0 Depreciation -601 086 563 Writedown of fixed assets 0 Reconciling items -20 006 940 Grant income, item 30 1 699 334 692 Grant income, item 23 (net of income appropriation) 2 612 436 179 Accounting adjustment of capital grant 572 763 821 Authorized grant income from other govt depts (Min. of Justice) 5 631 215 Employer contributions/group life assurance, section 5700/5309 -173 327 370 Provision for deferred revenue (fixed asset acquisitions), item 23 0 Provision for deferred revenue (fixed asset acquisitions), item 30 0 Unspecified fixed asset acquisitions 0 Change in liabilities under liability model (incl. disposals) 0 Change in liabilities following disposal of fixed assets 0 Share in profits of subsidiaries 0 Share in profits of associated companies 0 Change in cash and bank holdings -5 865 635 Change in inventories 4 708 565 Change in trade receivables -18 099 768 Change in accounts payable 5 325 003 Accrued costs and prepaid income 0 Effect of currency fluctuations 0 Pension funding (imputed) 118 857 393 Pension costs (imputed) -118 857 393 Items classified as investing or financing activities -2 017 423 334 380 Change in other accruals -45 271 228 Net cash flow from operating activities -2 013 388 092 981 54 State financial reporting for gross budgeted enterprises Receipts from State Treasury (NOK) 31 December 2006 Account No. Budget Actual I Operating expenditure 135022 55 000 000.00 40 434 490.60 135023 3 102 535 000.00 3 206 282 174.28 135025 96 397 000.00 80 391 261.50 II Capital expenditure 135030 1 514 562 000.00 1 444 659 513.38 III Income 435001 -20 000 000.00 -23 538 862.56 435002 -100 000 000.00 -178 996 261.93 435006 -179 100 000.00 -247 460 803.42 435007 -78 600 000.00 -83 107 406.99 IV Transfers 43501611 -39 341 113.27 04717115 5 733 090.30 570072 -173 327 360.51 650013 3 637 116.86 560583 -124 439.00 V Deposits, Norges Bank 60040101 2 844 299 773.03 VI Withdrawals, Norges Bank 60040102 -6 899 548 111.98 VII Change in payables -20 006 939.71 Payables 31 Dec 2005 713210 -66 366 275.34 Change in payables -20 006 939.71 Payables 31 Dec 06 -86 373 215.05 55 Notes Note 1 Breakdown of operating income (NOK 1000) 2006 2005 Income from government grants Grant allocation carried forward from previous year (gross budgeted enterprises) 0 0 Annual grant allocation from Ministry of Transport and Communications1 Operating subsidy, items 22, 23 and 25 -3 185 200 -2 896 493 Income appropriation, items 01–07 377 700 483 300 Restructuring fund, item 22 0 -105 000 Capital grant, item 30 0 -1 570 114 Annual grant used for capital expenditure, item 30 0 1 231 100 Adjustment of investment in fixed assets 0 170 661 Authorized annual grant allocation from other government departments -5 631 -299 - gross amount used for capital expenditure/property, plant and equipment from annual grant/operating subsidy, items 23–25 572 764 483 384 + deferred revenue from liabilities relating to fixed assets -601 087 -525 512 + pension funding -118 857 -117 492 - grants payable to third parties 0 0 - accounting adjustment of capital grant (cf. item 30, note 1) 0 168 353 Total income from government grants -2 960 311 -2 678 113 Fees and licences Commission on ticket sales -1 701 -1 689 Other commission income -284 -10 Fees/licences -6 0 Total fees and licences -1 991 -1 699 Grants and transfers from other public bodies 0 -7 000 Total grants and transfers from other public bodies 0 -7 000 Gains on sale of property, plant and equipment -2 064 -12 686 Gains on sale of property, plant and equipment -2 064 -12 686 Sales and rental income Consultancy/contracting services income -201 461 -5 922 Sale of equipment, etc. -62 263 -27 596 Energy and grid rental income -335 511 -218 765 Track charges -21 332 -34 240 Track charges, airport line -78 066 -74 306 Rental of buildings, land, etc -47 931 -123 045 Total sales and rental income -746 565 -483 874 1) Sum of operating subsidy and restructuring fund – see Note 1B. 56 (NOK 1000) 2006 2005 Other income Other income after elimination of internal sales 176 418 -9 615 Compensation payments -1 991 -21 833 Writedown of liability to Flytoget AS -13 747 -13 747 Total other income 160 680 -45 195 Total operating income -3 550 250 -3 228 567 Note 1B Government grants Mandate from central government (NOK 1000) Carried Revised Original forward National Revised Adjusted allocation(1) from 2005(2) Budget(3) balance allocation Operating subsidy Item 23 Operations and maintenance 2 937 200 48 335 117 000 3 054 200 Item 25 Operations and maintenance, airport line 76 000 20 397 0 76 000 Total subsidy for operations and maintenance: A 3 013 200 68 732 117 000 - 3 130 200 Income appropriation Item 01 Track charges 33 500 0 -13 500 20 000 Item 02 Sale of equipment, services, etc. 100 000 0 0 100 000 Item 06 Resale of electricity for train operations 179 100 0 0 179 100 Item 07 Payment for use of airport line 78 600 0 0 78 600 Total income appropriation: B 391 200 0 -13 500 - 377 700 Grant allocation under mandate from central government: C = A - B 2 622 000 68 732 130 500 - - Other government grants Item 22 Restructuring fund 55 000 3 414 0 55 000 Item 30 Capital projects 1 477 000 26 062 11 500 1 514 562 (1) Letter dated 23 Dec 2005 from Ministry of Transport and Communications. (2) Letter dated 23 March 2006 from Ministry of Transport and Communications concerning amounts carried forward. In the case of items 22, 23 and 25, amounts carried forward are not included in the adjusted allocation, since these were, in principle, included in the reconciliation to State Treasury at the previous year end. (3) Letter dated 30 June 2006 from Ministry of Transport and Communications concerning additional grant allocation in Revised National Budget 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 through out the year. Jernbaneverket has recognized the operations and maintenance subsidy, net of the income appropriation, as income. The net operating subsidy therefore appears as income in the accrued accounts. Otherwise, sales income and costs are set out in the accounts – see other notes. 57 Note 2 Employment costs (NOK 1000) 2006 2005 Wages and salaries 1 276 468 1 174 086 Holiday pay 126 997 127 666 Employer contributions 195 866 213 720 Pension costs* 118 857 117 492 Sick pay and other reimbursements -39 588 -46 624 Other benefits 61 629 58 387 Total employment costs 1 740 229 1 644 724 Total employees (FTE) 2874 2853 * Jernbaneverket does not pay employer’s pension contributions 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 premium rate applied in 2006 was 14.0%. (SPK calculated the rate at 13.48%). 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 and Note 1 regarding the inclusion in the income statement of imputed income for pensions. Note 3 Other operating costs (NOK 1000) 2006 2005 Lease, operation and maintenance of public premises 114 960 45 525 Electric power, grid rental 84 659 77 103 Lease and maintenance of premises 197 692 137 694 Rolling stock 226 005 137 574 Operation, repairs and maintenance of machinery 158 857 94 976 Contractors and other externally purchased services 1 579 811 1 116 596 Travel, subsistence and accommodation 92 911 38 464 Telecommunications 75 054 36 704 Administrative costs 480 513 25 481 Accrued provision for costs 28 447 646 143 Transferred to renewals/capitalization* -2 213 977 -1 642 707 Total other operating costs 687 763 713 554 * Projects to be capitalized are charged to cost accounts on an ongoing basis and capitalized collectively at period end. This item also includes amounts expensed under employment costs. 58 Note 4 Intangible assets (NOK 1000) IT Software Total Acquisition cost 01 Jan 06 52 416 52 416 Additions in 2006 400 400 Disposals at acquisition cost in 2006 0 0 Acquisition cost 31 Dec 06 52 816 52 816 Accumulated writedowns 01 Jan 06 0 0 Writedowns in 2006 0 0 Accumulated depreciation 01 Jan 06 -17 732 -17 732 Depreciation in 2006 -17 772 -17 772 Accumulated depreciation on disposals in 2006 0 0 Balance sheet value 31 Dec 06 17 312 17 312 Depreciation period (useful life) 3 years Note 5 Property, plant and equipment Other Oper- Emer- fittings ating Facilities Infra- gency- Machinery and Intangible build- under structure equip- and equip- assets Land ings Buildings construction assets ment vehicles ment Total Acquisition cost 01 Jan 06 52 416 000 466 408 957 0 1 633 507 746 2 368 130 058 16 895 101 232 0 741 940 173 82 893 000 22240397166 Transfer to other infrastructure category -45 237 000 45 297 500 0 -60 500 0 0 Transfer from other infrastructure category 0 0 -370 183 370 183 0 Transfer from other infrastructure category 0 0 0 811 015 -811 015 0 Additions in 2006, item 23 400 000 0 0 12 240 887 504 966 720 0 0 38 028 877 17 127 337 572 763 821 Additions in 2006, item 30 0 0 0 1 699 334 692 0 0 0 0 1 699 334 692 Additions in 2006, supplementary (net) 0 0 0 0 0 0 0 0 0 From facilities under construction to other category 0 0 0 10 795 117 -214 590 139 202 386 893 0 899 809 508 320 0 Disposals 2006, acquisition cost 0 0 0 0 0 0 0 -30 653 671 -337 795 -30 991 466 Acquisition cost 31 Dec 06 52 816 000 421 171 957 0 1 701 841 250 4 357 841 33 7 097 488 125 0 750 595 520 99 750 030 24481 504 213 Accumulated writedowns 01 Jan 06 7 732 001 0 0 383 128 739 0 411 627 486 0 451 886 465 36 343 773 1 300 718 464 Transfer from other infrastructure category Writedowns in 2006 0 0 0 0 0 0 0 0 0 0 Ordinary depreciation in 2006 17 772 001 0 0 52 967 878 0 475 655 919 0 47 462 959 7 227 806 601 086 563 Accumulated depreciation on disposals in 2006 0 0 0 0 0 0 0 -30 429 205 -251 000 -30 680 205 Accumulated depreciation 31 Dec 06 35 504 002 0 0 436 096 617 0 887 283 405 0 468 920 219 43 320 579 1 871 124 822 Balance sheet value 31 Dec 06 17 311 998 421 171 957 0 1 265 744 633 4 357 841 331 16 210 204 720 0 81 675 301 56 429 451 22610379391 Depreciation period (useful life) straight line straight line 10–60 years 20–60 years No depreciation No depreciation Business specific Business specific 3–15 years straight line3–15 years straight line3–15 59 Note 6 Financial income and costs (NOK 1000) 2006 2005 Interest receivable, DnB Nordpool -141 0 Other interest receivable -413 0 Currency gains (agio) -963 0 Other financial income 0 0 Internal interest receivable -14 385 0 Total financial income -15 901 -3 986 Interest payable, DnB Nordpool 127 0 Penalty interest 1 136 0 Internal interest payable 14 385 0 Other financial costs 307 0 Currency losses (disagio) 1 010 0 External interest payable 12 0 Total financial costs 16 978 2 077 Estimated interest payable on invested capital* 707 688 Basis for calculation of interest payable on invested capital: 31 Dec 06 01 Jan 06 Average for year Balance sheet value of intangible assets 17 312 34 684 25 998 Balance sheet value of property, plant and equipment 22 593 067 20 904 995 21 749 031 Total 22 610 379 20 939 679 21 775 029 Average tied-up capital in 2006 21 775 029 Fixed interest rate for 2006 3.25 % * The estimated interest payable on invested capital is shown here in accordance with the draft guidance note regarding interest on capital. Note 7 Extraordinary items (NOK 1000) 2006 2005 Extraordinary income 0 0 Total extraordinary income 0 0 Extraordinary costs -118 000 0 Total extraordinary costs -118 000 0 Pollution clean-up, especially creosote, as per Revised National Budget 2006 and letter of allocation. 60 Note 8 Net reconciliation to State Treasury for grant-financed enterprises (gross budgeted) Timing differences 31 Dec 06 01 Jan 06 Change Current assets Cash and bank 12 805 127 12 679 Trade and other receivables 262 201 294 747 -32 546 Investments 100 100 0 Inventories 196 558 191 849 4 709 Subtotal A1 471 664 486 823 -15 159 Short-term liabilities Accounts payable -138 779 -144 104 5 325 Holiday pay provision -130 013 -121 832 -8 180 Other pay-related provisions -61 574 -56 679 -4 895 Taxes and duties payable -130 716 121 781 -252 497 Accrued liabilities -27 226 -25 034 -2 192 Other short-term liabilities 0 397 831 -397 831 Subtotal A2 -488 309 71 962 -660 271 Long-term liabilities Unallocated amount 86 373 -67 86 441 Other liabilities -316 176 -329 923 13 747 Subtotal A3 -229 803 -329 99 00 188 Net timing differences A -246 448 328 794 -575 242 Major reconciling items to State Treasury cash-based payables Current assets Cash account (own bank accounts, cash holdings) 119 127 -7 VAT 151 480 143 236 8 244 Other receivables 1 892 980 912 Short-term liabilities Employee withholdings -59 695 -53 012 -6 683 Deposits 0 0 0 Other liabilities -7 423 -24 964 17 541 Reconciling items B 86 373 66 366 0 007 Balance per State Treasury A + B -160 075 395 160 -555 235 61 Note 9 Reversal of deferred revenue on fixed asset disposals (NOK 1000) 2006 2005 Sale/writedown of property 0 0 Sale/writedown of machinery, equipment, etc. 0 0 Sale/writedown of other operating assets 0 584 Reversal of deferred revenue on fixed asset disposals 0 584 Note 13 Investments in shares and business interests (NOK 1000) Balance Balance Balance sheet sheet Registered Acquisition No. of Voting Result sheet capital revenue Company office date shares Stake interest for year equity value value Baneservice Prosjekt AS1 Oslo 15 Feb 00 1 000 100.0% 100.0% 0 0 0 100 Finse vann og avløp AS2 Finse 2 1.5% 1.5% -39 3 175 0 3 295 Balance sheet value 31 Dec 06 -39 3 175 0 3 395 1 This company is being wound up and its accounts are still incomplete. 2 Taken over from NSB at no charge Note 14 Inventories (NOK 1000) 31 Dec 06 01 Jan 06 Acquisition value Inventory acquired primarily for internal use 196 558 191 849 Inventory intended for onward sale 0 0 Total acquisition cost 196 558 191 849 Obsolescence Inventory valued at acquisition cost 0 0 Inventory valued at actual value (written-down value) 0 0 Total obsolescence 0 0 Total inventories 196 558 191 849 At 31 December 2006, no writedown had been made for obsolescence or discrepancies between the inventory management system and actual inventory. 62 Note 16 Trade receivables (NOK 1000) 31 Dec 06 01 Jan 06 Trade receivables at face value 73 817 72 463 Provision for bad debts* -24 434 -4 686 Total trade receivables 49 383 67 777 Trade receivables were valued during 2006 and doubtful accounts identified. Receivables older than 90 days where two remind- ers have been sent are deemed bad debts. Cases referred to the Ministry of Transport and Communications for a decision are not included in bad debts. * Includes NOK 16 625 000 for Baneservice Prosjekt AS. Note 17 Other receivables (NOK 1000) 31 Dec 06 01 Jan 06 Prepaid wages and salaries 48 197 Travel advances 102 193 Loans to employees 795 743 Deposits 1 0 Refund claims 6 366 1 978 Deferred revenue 0 -7 293 Internal receivables 45 439 21 677 Provisions 16 447 0 Total 69 199 17 495 Note 18 Accrued receivables/Prepaid expenses (NOK 1000) 31 Dec 06 01 Jan 06 Prepaid or accrued costs 5 055 39 994 Prepaid expenses 0 0 Accrued receivables 0 0 Total 5 055 39 994 Earned income not yet invoiced 16 447 0 Note 19 Bank deposits, cash, etc. (NOK 1000) 31 Dec 06 01 Jan 06 Other bank accounts* 12 686 18 544 Petty cash and other cash holdings 119 127 Total bank deposits and cash 12 805 18 671 * Portfolio account for settlement with Nordpool, the pan-Nordic electricity market. 63 Note 20 Other short-term liabilities (NOK 1000) 31 Dec 06 01 Jan 06 Due to employees 96 119 Severance provision 2 099 4 207 Total due to employees 2 195 4 326 Accrued liabilities Directorate -7 260 2 038 BaneEnergi -43 685 24 648 Infrastructure Construction -23 219 -212 484 Traffic Management -162 422 Infrastructure Management -47 198 59 266 Total accrued liabilities -121 523 -126 110 Taxes and duties payable 27 226 57 767 VAT -158 332 -80 215 Total -7 387 -22 448 Taxes and duties payable Since 01 Jan 05, Jernbaneverket has been VAT exempt. Jernbaneverket normally has a VAT credit balance. Note 21 Liabilities (NOK 1000) 31 Dec 06 01 Jan 06 External financing 140 711 144 972 Obligation to Flytoget AS* 316 176 329 923 Total 456 887 474 895 Breakdown of 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 Total change in liabilities, previous years -4 261 -4 261 Total change in liabilities, current year -4 261 Total long-term liabilities relating to external financing 140 711 144 972 * Flytoget AS has a priority agreement with Jernbaneverket for train operations on the airport line. This right was established at the time the 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. Other liabilities/contingent assets 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 (cf. Note 7 and Revised National Budget 2006) – Maintenance/protection of infrastructure that has historical value These are not capitalized. 64 Steinar Killi, Director General of Jernbaneverket, embraces Liv Signe Navarsete, Minister of Transport and Communications, in delight at the increase in rail funding contained in the 2007 National Budget. 66 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: 05280 domestic from abroad (+47) 22 45 50 00 Our postal address: Jernbaneverket Postboks 4350 2308 HAMAR Norway Published by: Jernbaneverket, Oslo, May 2007 Print run: 500 Layout and design: Geelmuyden.Kiese Cover photo: : Rune Fossum/Jernbanefoto.no Printing/production: Jonny Fladby AS English translation: Tom Ellett, Alba Scandinavia Translations 67 www.jernbaneverket.no 68