ANNUAL REPORT 2 0 0 3 Railway in Norway 150 years, 1854–2004 Contents Director General’s review ........................................... 3 What is Jernbaneverket? ............................................ 4 Organisational structure ............................................ 5 Safety .............................................................................. 6 Finance and efficiency ................................................ 10 Operations Maintenance Capital expenditure – rail network development State Accounts for 2003 Human resources ......................................................... 16 Personnel and working environment Competitiveness .......................................................... 18 The Norwegian railway network Key figures for the national rail network Traffic volumes on the national rail network Punctuality .................................................................... 22 Environmental protection .......................................... 24 International activities ................................................ 26 Cover: Historic photographs: Norsk Jernbanemuseum. Photo: Rune Fossum Photo: Rune Fossum, Øystein Grue, Arvid Larsen/Jernbaneverket. www.jernbaneverket.no Director General’s review Director General Steinar Killi An efficient, modern National Rail railways pays off. Europe as a whole is open to traffic in 2005 and will be the Administration is essential if we are to investing in rail, as are our neighbouring first step towards a modern and efficient turn our vision of increased rail traf- countries. I would strongly advise that suburban rail system for the Oslo region. fic into reality. In 2003 we introduced we in Norway declare a ten-year period Our priorities in other parts of the important organisational changes, and of investment in rail, with annual capital country have included increasing the our project to establish a lean, modern expenditure rising by NOK 1 billion and loading gauge in tunnels. As a result, the organisation has dominated the daily life targeted at those areas where rail enjoys entire mainline network was cleared for of most employees over the past year. the strongest competitive advantages. piggyback traffic during 2003, and piggy- One way or another, everyone is directly That will enable rail to regain its effec- back services have already proved very or indirectly affected by this process, tiveness as an efficient, environmentally successful on the Oslo–Bergen route. but our determination to make it work friendly mode of transport. Freight traffic was deregulated with has been a strong motivating force. Safety is a key word on the railway. effect from 15 March 2003. A number The results of all this work will become Every minute of every day, round the of freight operators are now running increasingly apparent over the years clock, safety is our top priority. 2003 services in Norway, and demand for rail ahead. The aim is to get more railway for was one of the best years on record for freight is growing. This is very encourag- our money. rail safety in Norway. The government’s ing. It will be interesting to see whether The battle for rail funding is an ongo- go-ahead for installation of the GSM-R passenger services follow the same trend ing process. In 2003, Norway’s four gov- radio system on the Nordland, Røros when they are opened up to competi- ernment agencies in the transport sector and Rauma lines will further enhance tion in the near future. – Kystverket (coastal shipping), Avinor safety. However, it is vital that GSM-R At 31 December 2003, Jernbaneverket (civil aviation), Statens Vegvesen (roads) coverage is not confined to these lines, had 3 444 employees, 92 fewer than at and Jernbaneverket (rail) – agreed on but extended to the entire Norwegian the previous year-end. I should like to a common platform for their submis- rail network over the years ahead. Safety thank them all for their hard work in the sions to government regarding the is something we have to create – and course of the year. National Transport Plan 2006–15. The recreate every single day. proposals were based on the budgetary The railway continues to account framework set by the government. The for the largest onshore construction government’s draft National Transport project in Norway, with substantial capi- Plan, presented in March, will go before tal expenditure and construction work Steinar Killi the Norwegian Parliament in June 2004. now under way between Sandvika and For Jernbaneverket’s part, we have made Asker. Jernbaneverket has accelerated it clear that it is time for Norwegian rail- the project and reduced costs through ways to change track. Our socioeconomic efficient use of resources and working calculations have shown that building methods. The new line is scheduled to 3 What is Jernbaneverket? Jernbaneverket reports to the Ministry of Transport and Communications. The Ministry monitors the activities of Jernbaneverket through regular departmental meetings and periodic reports from Jernbaneverket. The Director General is the chief executive of Jernbaneverket. Jernbaneverket is responsible for: The national rail network, with its sta- These objectives are intended to pro- ■ Developing and operating a rail net- tions and terminals, is a vital part of the vide direction for the internal manage- work that meets the requirements of infrastructure of society. Development ment of the business. Each core area has society and the market in terms of and operation of the network is there- a separate chapter in this Annual Report. safety and quality (punctuality, train fore a socioeconomic task, which has to frequency, public information, etc.) be viewed in the same context as other ■ Railway stations and terminals, includ- socioeconomic activities. ing public spaces, information facili- Jernbaneverket aims to help the coun- ties, access, car parks and other public try achieve its transport policy objectives facilities necessary for users of rail and to promote rail as a safe, competitive services form of transport, forming part of an ■ Entering into track access agreements integrated network. with train operators running services In 2001, Jernbaneverket drew up on the national rail network strategies and principal objectives for ■ Scheduling and allocation of train the following six core areas: paths to operators ■ Managing train traffic on the rail network ■ Studies and planning in the rail sector ������ ��������������� ����������� ���������� ����������� ����� �������� ��������� ������ ���������� 4 Organisational structure Since 2002, Jernbaneverket has been systematically working to turn itself into a more efficient and effective railway administration. In short, the objective has been to regions instead of the previous four. The ■ Train control, dispatching, and control develop a structure that: new regional headquarters are located in of traction current ■ Increases Jernbaneverket’s presence Oslo, Bergen and Trondheim. The regions ■ Passenger information systems on the ground play the role of owner in running, main- ■ Monitoring punctuality ■ Reduces the costs of administrative taining and managing the national rail and technical support functions by network. Jernbaneverket Operations BaneEnergi, Jernbaneverket’s electric- 25% over three years (formerly Railway Production) forms part ity supplier, has been part of the Traffic ■ Ensures that know-how within the of the Infrastructure Division and since Division since the new structure took organisation is better utilised 1 January 2004 has comprised three effect on 1 May 2003. ■ Ensures that Jernbaneverket presents operational units, one for each region. The Directorate is responsible for itself as a single entity to customers, The Infrastructure Division also includes formulating overall strategy and users, staff and other interested parties Infrastructure Construction, which acts monitoring the performance of the as developer for railway construction organisation. Operational tasks and The process has taken place in stages, projects, from the detailed planning technical and administrative support in close cooperation with staff organisa- stage through to completion of the functions are being transferred to the tions. With effect from 1 May 2003, the new infrastructure. The project services line organisations and/or a new Shared Directorate (formerly known as the Head department is part of Infrastructure Administrative Services unit based in Office) was reorganised, and two line Construction, providing technical sup- Hamar. organisations/divisions were set up: port to all parts of Jernbaneverket in BaneService provides rail-related the Infrastructure Division (Infrastructure respect of planning, project develop- contracting services using specialised Management) and the Traffic Division ment and project management. equipment and heavy machinery, and is (Traffic Management). The Traffic Division comprises four an arm’s-length business with an internal The Infrastructure Division is responsi- traffic areas, based in Oslo, Drammen, board appointed by Jernbaneverket. ble for coordinating all activities relating Bergen and Trondheim, and is respon- The Norwegian Railway Museum, to infrastructure operations, mainte- sible for traffic management on the rail part of the marketing and communica- nance and construction. Since 1 January network. Its main tasks are as follows: tions department, is in charge of his- 2004, the division has comprised three torical documentation and promoting Norwegian railway history.