• JBV årsrapport (eng) 28s.zg 13.06.02 09:56 Side 1 Annual Report 2001 • JBV årsrapport (eng) 28s.zg 13.06.02 09:56 Side 2 Contents Director General’s review .................................. 1 What is Jernbaneverket? .................................. 2 Organisational structure .................................... 3 The Norwegian railway network ...................... 4 Safety .................................................................... 7 Punctuality .......................................................... 11 Traffic volumes on the public rail network .... 12 Infrastructure operations and maintenance .. 15 Development of the rail network .................... 16 Railways and the environment ........................ 18 International activities ...................................... 21 Personnel and working environment.............. 22 State Accounts for 2001 .................................... 23 Cover:Tensioning wheel – part of the catenary system (Photo: Rune Fossum) Inside cover: Signalling control (Photo: Rune Fossum) • JBV årsrapport (eng) 28s.zg 13.06.02 09:56 Side 1 Director General’s review 2001 was a year of learning new lessons.There has to be no room for doubting that rail is a safe form of transport. A great deal of expenditure, time and effort has been devoted to improving the safety of railway infrastructure and train operations.The series of accidents in 2000 dealt a blow to the safe reputation of our railways. Public confidence is essential to our reputation. We know that confidence takes years to build up, but only seconds to demolish. We are in the process of rebuilding public con- fidence, step by step, and we can see the light at the end of the tunnel. Steinar Killi, Director General (Foto: Scanpix) Rail traffic picked up towards the end of peting forms of transport over the mote rail as a safe, competitive form of the year. Air traffic suffered a setback coming years. A political declaration on transport, forming part of an integrated after September 11.The horrific images the future scope and standard of the rail network. It is therefore essential that of hijacked passenger jets crashing into network is urgently required. Current everyone within the organisation is the World Trade Center in New York pro- levels of funding will not produce better familiar with the principal objectives, bably caused many air travellers, in train services – on the contrary, we shall and that the declared strategies are Norway as elsewhere, to switch to other have to put up with continuing delays followed. forms of transport.This was one factor and infrequent services for the foreseea- Following the restructuring, the behind the increase in passenger rail ble future. executive management team reporting traffic. 2001 also saw work start on the new to the Director General consists of four The transformation of Jernbane- double track between Skøyen and Asker, Executive Directors, the Director of verket’s safety culture from an incident- intended to eliminate Norway’s worst Safety, and the Director of International based to a risk-based one continued rail traffic bottleneck.The project will and Administrative Affairs. During the throughout 2001. An action plan for proceed in stages and will dominate year, Jernbaneverket also embarked on safety-related improvements was imple- Jernbaneverket’s construction activities a reorganisation of traffic management. mented during the first half of the year. for the ten-year period up to 2012.The By summer 2002, this activity will have This work was conducted as a dedicated Sande double-tracking scheme was been removed from the control of the project, with a view to getting the pro- completed in 2001, giving much greater regions and integrated with central cess of improvement under way faster. flexibility and shorter journey times on management.The Telecommunication The transition to a risk-based safety the Vestfold line. New freight terminals Services business was hived off into a culture will continue to dominate Jern- are planned for Trondheim and the separate limited company, BaneTele AS, baneverket’s activities in the years Stavanger area. However, figures produ- from 1 July 2001. ahead. ced by NSB and Jernbaneverket show Jernbaneverket’s finances are under During the year, the Government of that the Leangen terminal in Trondheim control.The cash accounts show an Norway presented its National Transport is not needed to handle current freight overspend in 2001 of NOK 54.874m in Plan for the years 2002–11.The plan was volumes. Jernbaneverket is therefore relation to the budget allocation. subsequently approved by Parliament disputing whether it is necessary to At 31 December 2001, and will, if fully implemented, maintain spend NOK 500m on a facility that is not Jernbaneverket had 3 577 permanent rail’s competitiveness over the next ten required at present, and we have asked employees. Jernbaneverket is a chang- years. Unfortunately, not all the paper the Ministry of Transport and ing organisation, and as in previous commitments have been backed up Communications to look into this. years, our staff have shown a great deal with hard cash. It is already clear from On 1 June 2001, Jernbaneverket’s of loyalty and flexibility. I should like to the State Budget for 2002 that the new organisational structure, principal thank them all for their hard work in necessary finance to see through the objectives and strategies took effect.The 2001. first year of the plan will not be forth- six principal objectives cover safety, coming.The capital expenditure short- finance and efficiency, human resources, fall is over NOK 600m, a level of funding competitiveness, punctuality, and envi- 35% below that envisaged in the plan. ronmental protection. Jernbaneverket As a consequence, rail will be unable to aims to help the country achieve its improve its position in relation to com- transport policy objectives and to pro- Steinar Killi 1 • JBV årsrapport (eng) 28s.zg 13.06.02 09:56 Side 2 What is Jernbaneverket? Jernbaneverket (the Norwegian National Rail Administration) was esta- blished on 1 December 1996 as a public body reporting to the Ministry of Transport and Communications. Jernbaneverket is responsible for managing the public railway network and making it available to licensed train operators in a non-discriminatory manner.The Director General is in overall charge of Jernbaneverket. Jernbaneverket’s Instructions from Government were set out in a Royal Decree dated 18 June 1999. work is therefore a socioeconomic task, Jernbaneverket’s principal Railway operations involve interaction which has to be viewed in the same con- objectives are: between infrastructure, traffic manage- text as other socioeconomic activities. I Rail transport must not result in loss ment and rolling-stock. Jernbaneverket’s Jernbaneverket aims to help the of human life, serious human injury, infrastructure management remit also country achieve its transport policy or serious damage to rolling-stock or includes responsibility for systemwide objectives and to promote rail as a safe, the environment. All changes must safety on the railways.This responsibility competitive form of transport, forming be geared towards improving safety, is exercised by Jernbaneverket itself part of an integrated network. to ensure that rail remains the safest taking charge of infrastructure and traf- During 2001, Jernbaneverket drew form of land-based transport. fic management while ensuring, through up strategies and principal objectives for track access agreements and capacity the following six core areas: I Jernbaneverket must make better allocation, that train operators are in a use of resources in exercising its position to comply with infrastructure I Safety responsibilities and conducting its and traffic management requirements in I Punctuality operations. terms of rolling-stock and staff compe- I Competitiveness tence. I Human resources I Jernbaneverket must be an attractive I Environmental protection workplace. Jernbaneverket is responsible for: I Finace and efficiency I Developing and operating a rail net- I Jernbaneverket must work to in- work that meets the requirements of These objectives are intended to provide crease rail’s market share where rail society and the market in terms of direction for the internal management transport is socioeconomically viable. safety, accessibility, speed, axleload, of the business. train frequency, loading gauge, com- I At least 90% of all trains must fort, ambience, environmental protec- run on time. tion and public information I Jernbaneverket must enhance I Railway stations and terminals, the environmental benefits of rail including public spaces, access, car transport. parks and other public facilities Punctuality necessary for users of rail services I Timetabling, i.e. allocating train paths to operators (capacity allocation) resourcesHuman Safety I Traffic management, i.e. operational control of traffic on the rail network I Regulation of the public rail network I Studies and planning in the rail sector Environ- I Competitiveness Entering into track access agree- protectionmental ments with train operators licensed to run services on the public rail net- work Finance and efficiency The public rail network is a vital part of the infrastructure of society. Development and operation of the net- 2 • JBV årsrapport (eng) 28s.zg 13.06.02 09:56 Side 3 Organisational structure Jernbaneverket reports directly to the Ministry of Transport and Communications.The Ministry monitors the activities