Annual Report2001 · 1 Rail traffic picked up towards the end of the year.Air traffic suffered a setback after September 11.The horrific images of hijacked passenger jets crashing

Annual Report 2001

• JBV årsrapport (eng) 28s.zg 13.06.02 09:56 Side 1

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)


1

Rail traffic picked up towards the end ofthe year. Air traffic suffered a setbackafter September 11. The horrific imagesof hijacked passenger jets crashing intothe World Trade Center in New York pro-bably caused many air travellers, inNorway as elsewhere, to switch to otherforms of transport. This was one factorbehind the increase in passenger railtraffic.

The transformation of Jernbane-verket’s safety culture from an incident-based to a risk-based one continuedthroughout 2001. An action plan forsafety-related improvements was imple-mented during the first half of the year.This work was conducted as a dedicatedproject, with a view to getting the pro-cess of improvement under way faster.The transition to a risk-based safety culture will continue to dominate Jern-baneverket’s activities in the yearsahead.

During the year, the Government ofNorway presented its National TransportPlan for the years 2002–11. The plan wassubsequently approved by Parliamentand will, if fully implemented, maintainrail’s competitiveness over the next tenyears. Unfortunately, not all the papercommitments have been backed upwith hard cash. It is already clear fromthe State Budget for 2002 that thenecessary finance to see through thefirst year of the plan will not be forth-coming. The capital expenditure short-fall is over NOK 600m, a level of funding35 % below that envisaged in the plan.As a consequence, rail will be unable toimprove its position in relation to com-

Director General’sreview2001 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.

peting forms of transport over thecoming years. A political declaration onthe future scope and standard of the railnetwork is urgently required. Currentlevels of funding will not produce bettertrain services – on the contrary, we shallhave to put up with continuing delaysand infrequent services for the foreseea-ble future.

2001 also saw work start on the newdouble track between Skøyen and Asker,intended to eliminate Norway’s worstrail traffic bottleneck. The project willproceed in stages and will dominateJernbaneverket’s construction activitiesfor the ten-year period up to 2012. TheSande double-tracking scheme wascompleted in 2001, giving much greaterflexibility and shorter journey times onthe Vestfold line. New freight terminalsare planned for Trondheim and theStavanger area. However, figures produ-ced by NSB and Jernbaneverket showthat the Leangen terminal in Trondheimis not needed to handle current freightvolumes. Jernbaneverket is thereforedisputing whether it is necessary tospend NOK 500m on a facility that is notrequired at present, and we have askedthe Ministry of Transport andCommunications to look into this.

On 1 June 2001, Jernbaneverket’snew organisational structure, principalobjectives and strategies took effect. Thesix principal objectives cover safety,finance and efficiency, human resources,competitiveness, punctuality, and envi-ronmental protection. Jernbaneverketaims to help the country achieve itstransport policy objectives and to pro-

mote rail as a safe, competitive form oftransport, forming part of an integratednetwork. It is therefore essential thateveryone within the organisation isfamiliar with the principal objectives,and that the declared strategies are followed.

Following the restructuring, the executive management team reportingto the Director General consists of fourExecutive Directors, the Director ofSafety, and the Director of Internationaland Administrative Affairs. During theyear, Jernbaneverket also embarked on a reorganisation of traffic management.By summer 2002, this activity will havebeen removed from the control of theregions and integrated with centralmanagement. The TelecommunicationServices business was hived off into aseparate limited company, BaneTele AS,from 1 July 2001.

Jernbaneverket’s finances are undercontrol. The cash accounts show an overspend in 2001 of NOK 54.874m inrelation to the budget allocation.

At 31 December 2001,Jernbaneverket had 3 577 permanentemployees. Jernbaneverket is a chang-ing organisation, and as in previousyears, our staff have shown a great dealof loyalty and flexibility. I should like tothank them all for their hard work in2001.

Steinar Killi

Steinar Killi,Director General(Foto: Scanpix)


Punctuality Safety

Competitiveness

Finance and �

efficiency

Environ-�

mental�

protectionH

uman �

resources

2

What is Jernbaneverket?

Railway operations involve interactionbetween infrastructure, traffic manage-ment and rolling-stock. Jernbaneverket’sinfrastructure management remit alsoincludes responsibility for systemwidesafety on the railways. This responsibilityis exercised by Jernbaneverket itselftaking charge of infrastructure and traf-fic management while ensuring, throughtrack access agreements and capacityallocation, that train operators are in aposition to comply with infrastructureand traffic management requirements interms of rolling-stock and staff compe-tence.

Jernbaneverket is responsible for:

■ Developing and operating a rail net-work that meets the requirements ofsociety and the market in terms ofsafety, accessibility, speed, axleload,train frequency, loading gauge, com-fort, ambience, environmental protec-tion and public information

■ Railway stations and terminals,including public spaces, access, carparks and other public facilitiesnecessary for users of rail services

■ Timetabling, i.e. allocating train pathsto operators (capacity allocation)

■ Traffic management, i.e. operationalcontrol of traffic on the rail network

■ Regulation of the public rail network

■ Studies and planning in the rail sector

■ Entering into track access agree-ments with train operators licensedto run services on the public rail net-work

The public rail network is a vital partof the infrastructure of society.Development and operation of the net-

Jernbaneverket’s principal objectives are:

■ Rail transport must not result in lossof human life, serious human injury,or serious damage to rolling-stock orthe environment. All changes mustbe geared towards improving safety,to ensure that rail remains the safestform of land-based transport.

■ Jernbaneverket must make betteruse of resources in exercising itsresponsibilities and conducting itsoperations.

■ Jernbaneverket must be an attractiveworkplace.

■ Jernbaneverket must work to in-crease rail’s market share where railtransport is socioeconomically viable.

■ At least 90 % of all trains must run on time.

■ Jernbaneverket must enhance the environmental benefits of railtransport.

work is therefore a socioeconomic task,which has to be viewed in the same con-text as other socioeconomic activities.

Jernbaneverket aims to help thecountry achieve its transport policyobjectives and to promote rail as a safe,competitive form of transport, formingpart of an integrated network.

During 2001, Jernbaneverket drewup strategies and principal objectives forthe following six core areas:

■ Safety■ Punctuality■ Competitiveness■ Human resources■ Environmental protection■ Finace and efficiency

These objectives are intended to providedirection for the internal managementof the business.

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.


3

Organisational structure

Safety Director

Finance, Strategic Planning�and Human Resources

Executive director

Traffic Management and�Communication

Executive director

Railway �Production

Internal Board

Railway �Contractor

Internal Board

Railway �Consultants

Internal Board

Electrical Power�Supply

Internal Board

Telecom �Services Ltd.

Internal Board

Eastern Region

Southern Region

Western Region

Northern Region

Infrastructure�Construction

Norwegian �Railway Museum

Internal Board

Director International and�Administrative Affairs

Director General

Techical Systems

Executive director

Infrastructure Management

Executive director

Jernbaneverket reports directly to the Ministry of Transport

and Communications. The Ministry monitors the activities of

Jernbaneverket through regular departmental meetings and

four-monthly reports from Jernbaneverket.

The Director General is responsible forthe management of Jernbaneverket.

The Head Office is in overall chargeof coordinating Jernbaneverket’s opera-tions, and sets the conditions for use ofthe public rail network, train servicesand associated activities.

The four regions play the role ofowner in managing the public rail net-work and are responsible for trafficmanagement at operational level.

The Infrastructure Constructiondepartment acts as developer for railwayconstruction projects, from the detailedplanning stage through to completionof the new infrastructure.

The supplier units, which supplygoods and services to Jernbaneverketand external clients alike, are:

■ Railway Production, which suppliesrail-related contracting services usinglight machinery

■ Railway Contractors, which suppliesrail-related contracting services usingspecialised equipment and heavymachinery

■ Railway Consulting, Jernbane-verket’s consulting engineers

■ Electric Power Supplier,Jernbaneverket’s electricity supplier

■ Telecommunication Services,Jernbaneverket’s telecommunicati-ons provider, which now has a high-speed fibreoptic network coveringthe whole of Norway.From 1 July 2001, telecom unicationservices became a limited company,BaneTele AS, wholly owned byJernbaneverket.

The Norwegian Railway Museum is incharge of historical documentation andpromoting Norwegian railway history.

Organisational chart, 31 December 2001


4

Capacity

Potential train density depends primarilyon the number, frequency and length ofoperational passing loops, the numberof route-kilometres with double trackand the electricity supply. Other factorsare the number of tracks and capacity atthe end stations and terminals.

Oslo central station (Oslo S) and theSkøyen–Asker and Oslo S–Ski sectionsare the main bottlenecks in the network,operating at full capacity for long peri-ods in the rush hour. Elsewhere, capacityis well utilised at certain times of day onmost lines in eastern Norway and onlocal lines around Stavanger, Bergen andTrondheim.

Measures to increase capacity in2001 included the opening on 5 Octoberof a new double-track section betweenSkoger and Holm on the Vestfold line. Aswell as increasing track capacity, this hasreduced journey times by 2–3 minutes,and subsequent optimisation measureswill shave a further 5–6 minutes off jour-ney times for some trains.

On the Bergen line, the passing loop

The Norwegian railway network

The Norwegian railway network is a first-generation network,

most lines having been built between 100 and 150 years ago.

There are few sections that allow the high-speed potential of

modern rolling-stock to be exploited to the full.

at Gullsvik was extended to 700 metresand opened to traffic in September. Thishas slightly increased track capacity, aswell as allowing much greater flexibilityin the day-to-day operation of services.

Services on the Røros line returnedto normal in 2001 after the installationof automatic train control (ATC).

As in 2000, there were a number oftemporary capacity reductions (speedrestrictions and train cancellations)owing mainly to various trackworks.Jernbaneverket is working to reduce theextent of these temporary restrictionsand to improve track availability.

Loading gauge

Loading gauge is one of the key capacityparameters, especially for freight traffic.The various loading gauges for differentlines indicate the maximum permissibleheight and width of loaded rolling-stock.

Work on loading gauge modificati-ons has, over the years, been a high prio-rity for Jernbaneverket, in part to bringNorway into line with international stan-

dards and to match popular load for-mats used in road transport. This appliesin particular to loading gauge UIC P407,which allows higher loads and hencemore efficient container traffic, andabove all enables semitrailers to travelby rail.

Piggyback traffic, which has shownenormous potential on national andespecially international routes, is agrowth segment. To a large extent, thisinvolves temperature-controlled con-signments with a high goods value, asegment in which rail previously found ithard to complete. What is more, suchtraffic is largely won over from the roads.

The lines now cleared for this type oftraffic are the Ofoten (temporarily P403),Nordland, Meråker (no conflict points),Dovre, Rauma, Røros (no conflict points),Kongsvinger, Østfold and Sørland lines.

Upgrading to P407 standard willcontinue, with the Bergen and Ofotenlines scheduled for completion in 2003.

For international traffic, the priorityis to adapt parts of the network to theinternational loading gauge RIV-3.2,

Train carrying aviation fuel on the Gardermoen airport line.(Photo: Rune Fossum)


�

5

Bergen line

Gardermoen airport line

Nordland line

Østfold line

Røros line

Sørland line

The rail network is classified on a scale offive priorities, based primarily on:

■ current use of the network

■ expected traffic growth

■ socioeconomic benefit

Line priority

1 ■■

2 ■■

3 ■■

4 ■■

5 ■■

which allows the use of larger, moremodern wagons. In effect, RIV-3.2 is astandard loading gauge for theEuropean rail network north of the Alps.At present, this loading gauge is permit-ted only on the Kongsvinger line.


6

Key figures for the Norwegian public rail network

Double Passing loops LevelRoute-km track km > 600 m Bridges Tunnels crossings1

■ Nordland line (Trondheim – Bodø) 729 0 24 361 156 906

■ Sørland line (Drammen – Stavanger) 545 0 17 495 190 164

■ Dovre line (Eidsvoll – Trondheim) 485 0 36 384 42 432

■ Røros line (Hamar – Støren) 383 0 7 291 6 517

■ Bergen line (Hønefoss – Bergen) 372 0 18 192 155 366

■ Østfold line, west 170 63 8 190 16 106

■ Vestfold line (Drammen – Skien) 148 18 0 120 16 186

■ Gjøvik line (Oslo S – Gjøvik) 124 3 2 102 7 158

■ Kongsvinger line 115 0 7 49 0 102

■ Rauma line 114 0 1 100 6 247

■ Valdres line (Eina – Leira) 104 0 0 14 2 126

■ Solør line 94 0 0 31 0 231

■ Numedal line (Kongsberg – Rødberg) 92 0 0 22 18 271

■ Østfold line, east 80 0 1 42 2 138

■ Bratsberg line (Skien–Nordagutu) 74 0 0 69 29 118

■ Meråker line (Hell–Storlien) 71 0 0 64 1 62

■ Main line (Oslo S–Eidsvoll) 68 21 6 62 2 12

■ Randsfjord line (Hokksund–Hønefoss) 54 0 0 27 0 126

■ Namsos line 51 0 0 22 5 113

■ Airport line (Etterstad–Gardermoen) 49 49 0 25 1 0

■ Drammen line (Oslo S–Drammen) 42 42 0 58 11 2

■ Ofoten line 42 0 1 6 20 44

■ Arendal line 37 0 0 16 3 51

■ Roa–Hønefoss line 32 0 0 25 3 47

■ Flåm line 20 0 0 2 21 41

■ Airport line (Gardermoen–Eidsvoll) 17 13 0 12 2 0

■ Randsfjord line (north of Hønefoss) 16 0 0 5 0 33

■ Spikkestad line 14 0 0 12 0 9

■ Brevik line (Eidanger–Brevik) 10 0 0 0 1 13

■ Horten line (Skoppum–Horten) 7 0 0 0 0 24

■ Alnabru–Loenga 7 0 0 3 0 0

■ Stavne – Leangen 6 0 0 2 1 2

■ Alnabru – Grefsen 5 0 0 5 0 9

■ Dalane – Suldal 1 0 0 0 0 0

Total 4178 209 128 2808 716 4 656

■ Electrified lines

■ Non-electrified lines

1) Including level crossings on sidings.

The catenary has to be renewed when lines are upgraded for speeds of 160 km/h upwards.(Photo: Rune Fossum)


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7

Jernbaneverket charts the risk profile of the public rail

network by means of line-by-line risk surveys and related

safety monitoring plans. The risk surveys for individual lines

are the starting point for all safety-related analysis of infra-

structure, traffic management and rolling-stock.

Safety

Jernbaneverket’s safety philosophy isthat rail transport must not result in lossof human life, serious human injury, orserious damage to rolling-stock or theenvironment (the zero vision). Our over-all safety objective is to maintain exis-ting levels of safety, and all changesmust be geared towards improvingsafety.

In 2001, six people died in train-rela-ted accidents. Two of these fatalitieswere train passengers. The other fourwere run over by trains, two of them atlevel crossings.

Two potentially serious incidentsoccurred in 2001. The first was a collisionbetween two trains at Nittedal stationon 8 April, which resulted in minor inju-ries. The second was a collision betweena suburban train and a track machinebetween Skøyen and Lysaker, which alsocaused minor injuries.

The line safety surveys that havebeen carried out indicate thatJernbaneverket should focus its effortson preventing major accidents, and onreducing the scope for collisions bet-ween trains and road vehicles or peopleat level crossings and elsewhere on thetrack. For this reason, Jernbaneverketdecided in 2001 to build an emergencystop system on lines without centralisedtraffic control, and to equip all its rail-borne track machines with ATC. In addi-tion, a number of important initiativesare being pursued in respect of levelcrossings and trespassers on the line.

Jernbaneverket staged a campaignentitled “Tougher than the Train”, aimedat children and young people, to high-light the dangers of trespassing on therailway.

Number of train-related incidents and fatalities

No. of incidents No. of fatalities

1980–2000 2001 1980–2000 2001

Collisions 7 7 1.5 0

Derailments 16 3 0.1 0

Level crossing accidents 17 15 4.3 2

Other incidents 18 12 1.9 4 (2 passengers)

Total 58 37 7.8 6

Safety on the rail network (as of 31.12.01):

■ Lines with automatic train control (ATC)


8

� �

Level crossings

At 31 December 2001, there remained 4645 unprotected level crossings inNorway. The number of level crossingseliminated during the year was 187,which was in line with the average forthe previous five years. An extensive sur-veying process has been conducted,with a view to providing an improvedbasis for prioritising remedial action.Work has also started on developingalternative measures to achieve maxi-mum benefit in safety terms. Replacing alevel crossing with a grade-separatedcrossing is expensive, with costs in theregion of NOK 3–10m including theassociated roadworks.

Safety manual

Safety management involves taking con-trol of risks. In 2000/01, Jernbaneverketproduced a safety manual as an inte-gral part of its overall managementsystem. The safety manual descri-bes Jernbaneverket’s safety mana-gement procedures in the con-text of the total managementsystem, and sets our detailedsafety targets based on theoverall safety philosophy andprincipal safety objectives.

Responsibility for rail safety

The Ministry of Transport andCommunications has clarified the extentof Jernbaneverket’s responsibility for railsafety. Safety is the sum of the risks asso-ciated with infrastructure, trains and traf-fic management. Jernbaneverket willnow specify clearer requirements, bothin-house and for external players on therail network, be they train operators ormaintenance contractors. In this way,

Jernbaneverket can control the overallsituation. Consequently, Jernbaneverketis committing itself to specified levels ofsafety for infrastructure and trafficmanagement vis-à-vis other players onthe rail network.

Safety along the lines (as of 31.12.01):

■ Lines with cab-to-shore radio

■ Lines with centralised traffic control (CTC)




11

Passengers on the platform at Dombås station(Photo: Rune Fossum)

The punctuality of train services

is indicated as the percentage

of trains arriving at their desti-

nation on time. For regional,

suburban and airport services,

a margin of three minutes is

allowed; for all other trains, the

margin is five minutes.

Punctuality

Punctuality improved in 2001 on AirportExpress services, Intercity services in theØstfold region, long-distance services(particularly Signatur services on theSørland line), and local services aroundStavanger, Bergen and Trondheim. Onother lines and the Oslo suburban net-work, there was no improvement, andpunctuality was consistently poorer thanin 2000. This deterioration was due to anincrease in delays caused by signal failu-res, temporary speed restrictions andproblems with NSB’s multiple units.

The number of delayed trainsdirectly attributable to infrastructurefactors increased by 17 % on the previ-ous year’s figure.

Faults affecting punctuality

Jernbaneverket defines faults affectingpunctuality as catenary and signallingfaults that disrupt train services.

Performance in 2001 fell well shortof targets, with a significant increase inthe number of catenary faults and signalfailures compared with 2000.

Temporary speed restrictions (TSRs)

TSRs are imposed for safety reasonsowing to the quality of the infrastructureor planned trackworks. Timetables makeallowance for planned TSRs, which donot therefore affect the punctuality oftrain services.

However, delays may ensue fromunplanned TSRs imposed in unforeseencircumstances, such as heat-buckling,

Punctuality, % of trains arriving on time

Long- Oslo Airport Time-guaranteed

distance Regional Suburban Express freight

1991 78 76 82

1992 80 75 81 67

1993 79 79 85 60

1994 80 85 84 63

1995 83 84 88 77

1996 80 79 83 71

1997 78 78 75 74

1998 82 82 80 75

1999 84 87 87 97 81

2000 68 81 89 94 74

2001 77 77 85 95 76

The figures for Oslo suburban services 1991–98 are based on rush-hour

measurements. All other figures are based on round-the-clock monitoring.

broken rails or landslides, or as a resultof the general condition of the track.

The main causes of late running in2001 were:

■ Adhesion problems due to heavyleaf-fall in the autumn

■ A large number of collisions with animals throughout the year

■ Bad weather conditions in theautumn

■ A cold spell in Eastern Norway inDecember

■ Infrastructure faults and TSRs■ A derailment affecting local services

around Trondheim


12

In terms of train-kilometres, rail traffic suffered a decline in 2001.

The reduction in train-kilometres operated by NSB’s passenger

division largely reflects the availability of resources and the

introduction of new rolling-stock, coupled with a refocusing of

product segments.

Traffic volumes on the public rail network

0

500

1000

1500

2000

2500

3000

3500

0100999897969594

Freight traffic, million tonne-km

0

500

1000

1500

2000

2500

3000

0100999897969594

Passenger traffic, million passenger-km

Long-distance passenger traffic showedhealthy growth at the end of the year,much of which was attributable tochanges in domestic air services. As aresult of changes in domestic and inter-national flight schedules, Flytoget AS(the operator of the Airport Express ser-vice) saw its passenger numbers fall by2 % in 2001.

NSB’s freight division continued torationalise its wagonload operations, inpreparation for partial privatisation anda refocusing of the business on intermo-dal operations. Intermodal traffic grewslightly during the year.

Owing to the persistent downturn inworld steel markets, iron ore traffic onthe Ofoten line, operated by MalmtrafikkAS, fell back by 15% to 12 million tonnes.

GM Gruppen saw its charter traintraffic increase by 47 % to 1 805 pas-sengers.

At year-end, NSB’s freight divisionbecame a part-privatised limited com-pany, CargoNet AS, owned 55 % by NSBBA and 45 % by Green Cargo, the

Swedish railfreight company. In returnfor the Swedish shareholding, theSwedish intermodal operator Rail CombiAB became a wholly owned subsidiaryof CargoNet AS, giving CargoNet a domi-nant position in the Nordic intermodalmarket. CargoNet AS now holds its ownoperator’s licence and track access agre-ement with Jernbaneverket, bringingthe number of train operators on theNorwegian network to five. Under cur-rent regulations, however, the operatinglicences of Flytoget AS and CargoNet ASare conditional upon their status as NSBsubsidiaries, so any further privatisationwill require a change in the licensingregulations.

Over recent years, the NSB groupand its subsidiaries have extensively rati-onalised their profile in terms of productscope, focusing on success in selectedsegments. As a result, certain require-ments are no longer adequately cateredfor. The introduction of real competitionin the rail sector is expected to enhancethe competitiveness of rail transport and

▲ Transit, Malmtransport AS 1)

▲ NSB BA international 1)

▲ NSB BA domestic

1) Total tonne-km based on Norwegian part of route.

▲ Flåm Utvikling AS▲ Airport Express▲ NSB BA international▲ NSB BA domestic

bring benefits for customers.Jernbaneverket therefore recommendsfurther relaxation of the licensing regu-lations for new train operators on thenational network at the earliest opportu-nity. As well as benefiting Norwegiancompanies seeking to provide a widerrange of options for domestic transport,this would also place Norway in a goodposition to take early advantage of thefurther liberalisation of internationalfreight services required under the EU’sfirst Railway Package.

This applies primarily to freight traf-fic, where all the main preconditions arenow in place. In this area,Jernbaneverket has also joined forceswith infrastructure managers from theother Nordic countries to promote pan-Nordic freight services. The introductionof competition on domestic passengerservices requires further development ofregulatory structures, and more detailedregimes governing rolling-stock and tic-keting systems.




15

Railway infrastructure operations are vital to maintaining safe

and reliable train services. Operations include tasks such as track

inspections, contingency staffing, fault repairs, snow clearance,

monitoring and overhauls.

Infrastructure operations and maintenance

In addition, operations include adminis-trative tasks and planning of capital pro-jects, right through to approval of theoverall plan. Operational expenditurealso includes costs relating to the gene-ration of income by Jernbaneverket’sbusiness units.

Jernbaneverket’s total operatingcosts in 2001 were around NOK 1 865m,the bulk of which was accounted for bystaff costs and the purchasing of goodsand services.

Infrastructure maintenance involveswork to maintain intended levels ofsafety, functionality and availability inthe railway infrastructure. Maintenanceoperations include the replacement ofcomponents or complete installationsowing to age and deterioration. Typicalmaintenance operations are the renewalof catenary and signalling systems, andthe complete relaying of sleepers andrails. Long-term maintenance require-ments are assessed on the basis of pro-jected lifespans, and short-term mainte-nance requirements on the basis ofstatus inspections. An adequate level ofmaintenance is a prerequisite for main-taining safety and availability in the longterm.

Jernbaneverket is engaged in nume-rous maintenance projects, which vary inboth scope and cost. These projects arecrucial to maintaining current technicalstandards and improving safety.

Traffic management

Traffic management involves capacityallocation, timetabling, managing capa-city reductions due to engineeringworks, and operational traffic manage-ment (train control, dispatching andpublic information).

Track coordinate fixing.(Photo: Rune Fossum)


16

Parliamentary Bill No. 1

(2000–01) sets out the major

capital expenditure projects.

The table below shows the

total budgeted cost, the sum

allocated for the year and the

cost charged to the accounts

for those projects listed in the

Parliamentary Bill.

Development of the rail network

Vestfold line, Åshaugen–Sande–Holm and Skoger–Åshaugen

The Åshaugen–Sande–Holm andSkoger–Åshaugen projects involvedconstruction of two double-track secti-ons, of 6.9 km and 5.8 km respectively,on the Vestfold line. Taken together, theprojects will increase capacity, improvepunctuality and reduce journey times onone of Norway’s busiest lines. The long-term objective is continuous doubletrack all the way from Drammen toLarvik. The two sections opened to traf-fic on 5 October 2001.

Vestfold line, Nykirke passing loop

This project consists of a new passingloop with an effective length of 500metres, forming part of a new double-track section at the southern end ofblock five of the Vestfold line. Thescheme extends for over 1 000 metresand is designed to the standards of afuture high-speed line. The line of routeruns through very hilly, wooded country-side, with tunnels, deep cuttings andlarge embankments across areas ofclayey mud. The location of the loop waschosen as the most effective in terms oftrain operations, in that it breaks upwhat is currently the longest block sec-tion on the Vestfold line. Track and sig-nalling work is still in progress, and theearliest possible completion date is 31May 2002.

Bergen line, Gråskallen

At 27 km, the section betweenHaugastøl and Finse was the longestsection of the Bergen line with no pas-sing loops. The new passing loop con-structed in tunnel at Gråskallen willimprove punctuality and cut journeytimes, while reducing operating andmaintenance costs on the line in winter.The project opened to traffic, as plan-ned, in October 1999, and funding wasallocated in 2001 for final clearing up,various outstanding works, and modifi-cations under guarantee.

Drammen line, Sandvika–Asker

This project forms part of the construc-tion of a new double-track line betweenSkøyen and Asker. Increased capacity,higher train frequencies, improved punc-tuality and shorter journey times are themain objectives. The project is in twosections, Sandvika–Jong andJong–Asker.

The scheme comprises 11.6 km ofnew double track, running through abuilt-up area in Sandvika, with new brid-ges over the Sandvikselva and Rønne elvrivers and highway E16. The route runs inconcrete culverts between Jong andBjørnegård, with allowance for a possi-ble future junction with the proposednew Ringerike line. It then continues intunnel from Bjørnegård to Asker, surfa-cing briefly at Åstaddammen. The appro-

ach to Asker station is in a concrete tun-nel, and the station itself is to be remo-delled.

Individually, the Sandvika–Jong andJong–Asker sections will bring limitedbenefit in traffic terms. Coordinateddevelopment of the two sections willensure maximum benefit for traffic andmaximum efficiency in construction. Theadvantages of building and openingboth sections at the same time will beincreased capacity and improved reliabi-lity over the entire route betweenSkøyen and Asker.

Sandvika–Jong

Construction work got under way in2001 with a budget allocation of NOK186.7m. The ongoing scheme involvesconstruction of a four-track bridge overthe Sandvikselva river, expansion of theexisting twin-track line to four tracksover a 1 300-metre section, partial relay-ing of existing tracks, construction oftwo new single-track bridges over high-way E16, and construction of concreteculverts as far as Bjørnegård school.

Jong–Asker

Construction work commences in 2002and will comprise two rock tunnels of 2700 and 3 600 metres respectively, sepa-rated by a short surface section atÅstad/Solstad. Construction of the new

Project (NOK million) Budgeted cost Allocated 2001 Accounting cost 2001

Vestfold line, Sande, Skoger-Åshaugen 443.6 19.7 18.6

Vestfold line, Sande, Åshaugen-Sande-Holm 528.6 40.0 13.9

Vestfold line, Nykirke kryssingsspor 124.7 76.2 40.1

Bergen line, Gråskallen 229.5 5.9 2.2

Drammen line, Sandvika-Asker 3 285.0 295.3 339.5

Detailed planning, Lysaker station 1 031.8 24.0 23.0

Modifications for tilting trains, Sørland, Bergen and Dovre lines 121.3 125.1

Modifications for tilting trains, Kongsvinger and Østfold lines 206.0 136.8

Investment in existing infrastructure 596.1 600.1

Total 5 643.2 1 384.5 1 299.2

Section 4350, item 37* 29.0 34.1

Reimbursement section 4350, items 15–18 0.0 1.2

Section 1350, item 30 5 643.2 1 413.5 1 334.5

* NOK 29,0 million under item 37 is a contribution to infrastructure works, received to finance upgrading of the Ofoten line for 30 tonnes axeload.


17

Construction works at Jong.(Photo: Rune Fossum)

double-track approach to Asker stationwill require extensive remodelling of theplatforms and track layout.

Modifications for tilting trains,Sørland, Bergen and Dovre lines

This project, which will increase line spe-eds and capacity, is being undertaken tocoincide with the introduction of tilt-body stock on the Sørland, Bergen andDovre lines. Measures include:

■ Improving track standard throughtrack adjustment, ballast cleaningand rail grinding

■ Eliminating/securing level crossings■ Moving signals■ Replacing bridges without ballast■ Constructing new passing loops and

extending existing ones■ Improving electricity supply and

renewing catenary

Infrastructure modifications for tiltingtrains greatly benefit public transport inrural areas along the Stavanger–Oslo,Bergen–Oslo and Trondheim–Oslo lines,in that journey times between centres ofpopulation are reduced, while the fre-quency of services is increased. Thesemodifications have the potential to faci-litate improvements in both passengerand freight services on the lines in ques-tion. Tilt-body trainsets entered servicein autumn 1999 on the Sørland line bet-

ween Oslo and Kristiansand, reachingStavanger and the Dovre line during2000. Work continued in 2001 to com-plete the projects in hand on the threelines.

Tilting trains on the Kongsvingerand Østfold lines

The main focus of activity on these linesis on eliminating level crossings, optimi-sing the track, and moving signals topermit higher speeds.

At the same time, Jernbaneverket isinvolved in extensive maintenance workon both lines. Activities include renewalof the catenary, visibility improvementsand modernisation at level crossings,moving of signals where line speed is tobe raised, upgrading/replacement ofpoints, track optimisation, replacementof short bridges, ballast cleaning, railgrinding, and replacement of worn railsand sleepers.

National Transport Plan

Jernbaneverket’s action plan for the2002–05 period was published in earlyOctober 2001. In line with the NationalTransport Plan 2002–11 as approved byParliament, the action plan assumed anannual capital expenditure ceiling ofNOK 1 890m. However, the budget for2002 set a ceiling of NOK 1 288m – ashortfall of NOK 602m. As a conse-

quence, the following capital projectshave been postponed:

■ Planning of Farriseidet–Porsgrunnand Kolbotn–Ski

■ Barkåker–Tønsberg■ Ganddal freight terminal

In addition, expenditure in the definedfocus areas has been scaled down byNOK 386m in 2002.

Jernbaneverket continues to workwith other agencies in the transport sec-tor to prepare for the roll-out of theNational Transport Plan for the years2006–11. The transport administrationssubmitted a joint strategy document inApril 2002.

Jernbaneverket contributed infor-mation on the extent and standard ofthe rail network to the White Paper onpublic transport published in spring2002. The analysis covers various scena-rios for the use of resources and the allo-cation of capital expenditure, as reque-sted by the Ministry of Transport andCommunications in its letter of 30November 2001. The results of this pro-cess will provide an important basis forwork on the next roll-out of the NationalTransport Plan. In addition,Jernbaneverket has begun work on spe-cific, targeted studies intended to pro-vide a basis for formulating strategicobjectives at the next roll-out of theNational Transport Plan.


18

The transport sector faces a wide variety of environmental chal-

lenges, particularly in the areas of biodiversity, cultural heritage,

climate change, air pollution and noise. A commitment to rail and

other forms of public transport provides users with an alternative

that is less environmentally damaging, and hence helps reduce

the adverse environmental impact of the transport sector.

Railways and the environment

Principal environmental objectivesand strategies

Jernbaneverket’s principal environmen-tal objective is to reinforce the environ-mental benefits of rail transport. To thisend, Jernbaneverket aims to:

■ Develop, document and communi-cate rail’s environmental benefits, toensure proper use of resources

■ Monitor and reduce rail’s overall envi-ronmental impact

■ Set defined, quantifiable environ-mental standards for our own opera-tions, our suppliers and train opera-tors

■ Improve the environment at stationsand the lineside

Environmental benefits of rail

Statistics Norway has compared theenergy consumption and emissions toair of various modes of transport, and itscalculations show that rail is the mostenergy-efficient means of transportinggoods, followed by sea and road. Thefigures from Statistics Norway also showthat electric trains have the lowestenergy consumption per passenger-kilo-metre, closely followed by the Oslometro. To capitalise on the benefits ofrail, the focus of growth should be onthe areas where rail is strongest, such aslong-distance freight transport. For soci-ety at large, the transfer of goods fromroad to rail brings major safety and envi-ronmental benefits.

Environmental management

Environmental management forms anintegral part of Jernbaneverket’s mana-gement systems. Jernbaneverket’s envi-ronmental management system, whichis based on ISO 14001 standards, wasreviewed in 2001.

Green purchasing

Since 2000, Jernbaneverket’s purchasingmanual has contained guidelines onenvironmentally friendly purchasing.During 2001, several departments incor-porated similar requirements into theirown management systems.

Grønn Stat

Jernbaneverket was involved in theGovernment-sponsored Grønn Stat(“Green State”) project, which came toan end in its present form at the end of2001. The Norwegian Pollution ControlAuthority (SFT) has published a final

Signatur train


19


20

report on the project, with contributionsfrom the participating bodies, and over-all impressions of the project are posi-tive.

Environmental action and reportingin the transport sector

If individuals are to be involved in thedrive for a better environment, boththrough personal choices and as partici-pants in decision-making, then goodaccess to environmental information isessential. The authorities in charge ofenvironmental protection aim to pro-vide easily understandable informationon environmental status and develop-ments in fields affecting the environ-ment. In 2001, Jernbaneverket took partin work to devise a reporting system fornoise levels, which is intended to pro-vide annually updated performancefigures in relation to national key targetsfor environmental status and impact.

Cultural heritage

Jernbaneverket is working withRiksantikvaren (the Directorate forCultural Heritage) on a national conser-vation plan for railway-related culturalheritage. The proposals involve the con-servation of lines and objects alike. Theproject commenced during the 1997Year of Cultural Heritage, and all regionsof Jernbaneverket have been involved. Adraft conservation plan was sent out forinternal consultation and peer reviewwithin Jernbaneverket, and to a numberof preserved railways, in February 2002.The plan is scheduled to be reviewed byJernbaneverket’s senior managementand sent out for external consultation inthe second half of 2002. It will then besent to Riksantikvaren for further evalua-tion of the lines and objects to be con-served. At the same time as the plan isreviewed by senior management, admi-nistrative and financial arrangements forimplementing the plan will be put inplace.

The visual environment

The pioneers who built the first railwaysplaced great emphasis on landscapingand the design of buildings, settings andstructures. Nowadays we still want newfacilities, and the upgrading of existingones, to reflect both aesthetic and func-tional considerations. The process ofdevising a comprehensive design pro-gramme for the visual environment atrailway stations began in earnest inautumn 1999. During 2001, a draftdesign standard for stations was produ-

ced, setting out standards for facilities,physical design, operations and mainte-nance. Jernbaneverket received an inter-national award in 2001 for the artisticdecoration of the new Nationaltheatretstation in Oslo.

Waste

A large proportion of the materialsremoved during upgrading of the railnetwork are reused elsewhere on thenetwork. Waste metal and wood whichcannot be reused are sold for recycling,thereby yielding a source of income. Theamount of production waste in 2001 wasless than in 2000, probably because ofdifferences in the level of activity andtype of projects.

Energy consumption

Although efficient use of energy is oneof rail’s environmental advantages, thereis potential for further improvement.One of our goals is to reduce energyconsumption. The Electric PowerSupplier business has embarked on aproject to install hot-air transmissionsystems at transformer stations, whichwill help conserve energy. Several regi-ons began work on energy efficiencyprojects in 2001, and all regions are toproduce action plans for reducingenergy consumption in 2002.

Soil pollution

Herbicides are used to control linesidevegetation for safety reasons. Owing tonew regulations, the substances nowused are less effective per application,necessitating more frequent spraying.Jernbaneverket has begun to examinealternative methods and equipment fordealing with problem vegetation in thetrack ballast or at the lineside. We cont-inued to evaluate the options for clea-ning up creosote contamination at theRåde impregnation plant in Østfold in2001.

Collisions with animals

A total of 1 750 collisions with animalswere reported on the Norwegian rail-ways in 2001. This represents an increaseof 27 % on the previous year’s figure,owing partly to heavy snowfall and abacklog in clearing lineside vegetation.In Nordland and Nord-Trøndelag coun-ties, Jernbaneverket is working with thePublic Roads Administration, the CountyGovernor, local authorities and others todevise preventive measures. We are con-sidering setting up similar working

groups in other regions. All Jernbane-verket’s regions are to draw up actionplans for reducing collisions with ani-mals in 2002.

Noise, vibrations and structural dis-turbance

Noise is the main form of environmentalpollution suffered by people living andworking beside the railway. To focusattention on this problem, noise abate-ment measures were included as a sepa-rate programme when Jernbaneverketformulated its action plan for the years2002–05. The main objective is compli-ance with the statutory limits on air pol-lution and noise. A detailed survey ofhomes thought to be exposed to railwaynoise in excess of the statutory limits gotunder way in 2001 and is expected to becompleted in the first part of 2002.Remedial measures at homes wherenoise levels are found to exceed thelimits will be initiated later in 2002.

Skills development

Jernbaneverket has set up a number ofspecialist forums to encourage theexchange of information and improvethe expertise of staff in relation to greenissues. In addition, all principal depart-ments within Jernbaneverket are run-ning a training programme designed toincrease environmental awareness.

Environmental Report for 2001

Details of Jernbaneverket’s environmen-tal policies and the status of environ-mental programmes can be found in the Environmental Report for 2001,available online (in Norwegian) atwww.jernbaneverket.no under“Miljørapport 2001”.


21

International activities

European cooperation

In mid-December 2001, Jernbaneverketand the infrastructure managers of sixother countries resigned from theCommunity of European Railways (CER)to set up their own Brussels-based inte-rest group, European Rail InfrastructureManagers (EIM), with effect from 1January 2002. Jernbaneverket had beena member of CER since 1993. The otherinfrastructure managers who resignedwere from Sweden (BV), Denmark (BS),Finland (RHK), Great Britain (RT), France(RFF) and Portugal (REFER). They werelater joined by the Netherlands’ infra-structure manager (RIM), and at 1 March2002 the new organisation had eightmembers.

The formation of EIM reflects the cle-arer division of tasks and responsibilitiesbetween infrastructure managers andtrain operators that is taking place wit-hin the European rail sector. Once thenew organisation is fully operational, theBrussels office representing the interestsof the four Nordic infrastructure mana-gers will be incorporated into EIM.

The EU’s first Railway Package wasapproved on 15 March 2001. The pac-kage includes three directives, two ofwhich are amendments to existing direc-

tives, while one completely supersedesan existing directive. The EuropeanCommission set up four working groupsto oversee implementation of the threedirectives, and the Norwegian Ministryof Transport and Communications wasinvolved in all four working groups.Jernbaneverket assisted the Ministry ontwo of the working groups (NetworkStatement and Rail Market MonitoringScheme).

Nordic cooperation

In early 2001, a study commenced underthe auspices of the Nordic InfrastructureManagers (NIM) with a view to identify-ing potential barriers to a free Nordicrailfreight market and proposing soluti-ons to overcome these barriers. Thestudy findings, together with the recom-mendations of the directors general,were presented at a conference inJönköping on 2 October. As a follow-up,the go-ahead was given for ten projectsdesigned to translate some of the studyrecommendations into reality. Work onthese projects will continue throughout2002 and is scheduled for completion inmid-March 2003.

Linx trains are scheduled to enter servicefrom May 2002 (Illustration: West Art,Gothenburg, Sweden).


22

Human resources is one of six focus areas set out in

Jernbaneverket’s principal objectives and strategies.

Jernbaneverket aims to be an attractive workplace.

Personnel and working environment

Permanent workforce

At 31 December 2001, Jernbaneverkethad 3 577 permanent employees (exclu-ding the Telecommunication Servicesbusiness, BaneTele AS). This was a reduc-tion of 12 on the previous year-endfigure.

Overtime

Overtime payments in 2001 accountedfor 9.0 % of permanent salaries. This wasone percentage point higher than thetarget figure, but still represented a fallin the number of overtime hours compa-red with the previous year.

Sick leave

Jernbaneverket continued its drive tomonitor and counter absenteeism in2001. The main initiatives included pro-active management, the introduction ofnew procedures for monitoring long-term sick leave, and a successful trialscheme involving flexible self-certifica-tion. These measures were all successfulin their own right, but the combinedeffect was still insufficient to stabilise orreduce overall sick leave. The number ofworking days lost through illness in 2001was 6.9 %, an increase from 6.5 % in 2000and 6.2 % in 1999. The situation at

Jernbaneverket thus reflects the trend insociety at large, with the bulk of theincrease being in long-term sick leave.Short-term absenteeism is stable andlow. Ongoing initiatives will continue tofocus on monitoring long-term sickleave, for instance by making greater useof active certification.

Injuries leading to absence

The number of injuries leading toabsence has shown a clear fall in recentyears. The downward trend continued in2001, with the figure being reduced by afurther 20 % on the previous year.

Follow-up of staff survey

In autumn 2000, Jernbaneverket con-ducted a major survey in which all mem-bers of staff were asked for their viewson job satisfaction, working conditionsand management within the organisa-tion. The survey’s main finding was thatlevels of job satisfaction atJernbaneverket are high. Employeesenjoy one another’s company, and thechallenging and meaningful tasks thatmost believe they have. Compared witha similar survey four years previously,more employees are now satisfied withtheir line managers. However, there is a

demand for more information, participa-tion and involvement in matters concer-ning the individual’s work situation. Thekeyword is more communication.

All departments worked to follow upthe findings of the staff survey in 2001,and to date more than 400 improvementprojects have been formulated, many ofthem concerning information and com-munication. Follow-up work will cont-inue in 2002, and the aim is to conduct anew survey sometime in 2003.

Skills development

During 2001, Jernbaneverket continuedthe process of defining skills require-ments for all safety-critical posts, andthese requirements will be fully integra-ted into the management system in2002. Meanwhile, new skills develop-ment programmes have been devisedfor staff who are subject to these requi-rements.

All staff training in the traffic mana-gement field is conducted in-house byJernbaneverket, in the form of coursesfor train dispatchers and controllers. Theentire training programme was reviewedin autumn 2001, and following thisreview, a new curriculum is to be drawnup.

0

2

4

6

8

10

0100999897

Overtime %

0

20

40

60

80

100

0100999897

Injuries leading to absence %

0

1

2

3

4

5

6

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23

A number of changes were made to Jern-baneverket’s allocations in the course ofthe year, owing to the incorporation of theTelecommunication Services business as alimited company (BaneTele AS), additionalsafety measures following the Åsta crash,changes in VAT legislation, reimbursementof sick pay, ministerial cost-cutting andcorrection of the 1999 accounts. Changesto Jernbaneverket’s allocations for 2001were set out in Parliamentary Bill No. 18 /Recommendation to Parliament No. 50(2001–02), Parliamentary Bill No. 32 /Recommendation to Parliament No. 325(2000–01), Parliamentary Bill No. 76 /Recommendation to Parliament No. 327(2000–01), Parliamentary Bill No. 80 /Recommendation to Parliament No. 274(2000–01) and Parliamentary Bill No. 84 /Recommendation to Parliament No. 325(2000–01).

Budget allocations under section1350, Expenditure, and section 4350,Income

In the “Blue Book” for 2001, Jernbane-verket was allocated NOK 2 773.0 millionunder section 1350, item 23 “Operationsand maintenance”. Subsequently, Jern-baneverket was allowed to carry overNOK 34.0 million from 2000, and the allo-cation under item 23 was increased byNOK 21.7 million in 2001.

In the “Blue Book” for 2001, Jernbane-verket was allocated NOK 83.3m undersection 1350, item 25 “Operations andmaintenance, airport line”. Subsequently,Jernbaneverket was allowed to carry overNOK 18.5 million from 2000 and grantedan additional allocation of NOK 1.8 millionunder item 25 in 2001.

In the “Blue Book” for 2001, Jernbane-verket was allocated NOK 1 048.4 millionunder section 1350, item 30 “Investmentin railway lines”. Subsequently, Jernbane-verket was allowed to carry over NOK

290.2 million from 2000 and granted anadditional allocation of NOK 74.91millionunder item 30 in 2001.

Jernbaneverket was granted an addi-tional allocation of NOK 420.0 millionunder section 1350, item 90 “Capital injec-tion to subsidiary companies” and item 91“Loan to BaneTele AS” in 2001.

Jernbaneverket’s budgeted incomeaccording to section 4350 of the“Blue Book” for 2001 was as follows:

■ item 01 “Track charges”,NOK 60.0 million

■ item 02 “Sale of equipment, services,etc.”, NOK 130.0 million

■ item 04 “Leasing income”,NOK 30.0 million

■ item 06 “Resale of electricity for trainoperations”, NOK 151.4 million

■ item 07 “Payment for use of airportline”, NOK 83.3 million

■ item 37 “Contribution to infrastructureworks”, NOK 29.0 million

■ item 90 “Transfer of assets to BaneTeleAS”, NOK 224.0 million

In July 2001, budgeted income under item04 “Leasing income” was reduced by NOK15.0 million.

Authorisation to offset excess expen-diture against excess income

In the “Blue Book” for 2001, Jernbanever-ket was authorised to use excess incomeunder section 4350 to cover expenditureunder section 1350 as follows:

“Jernbaneverket may, in the course ofthe year, exceed its allocations for 2001under section 1350, item 23 ‘Operationsand maintenance’ and item 30 ‘Investmentin railway lines’, by an amount equivalentto excess book income under section4350, item 02 ‘Sale of equipment, services,etc.’, item 06 ‘Resale of electricity for trainoperations’ and item 08 ‘Payment for out-standing liabilities on airport line’.”

“Jernbaneverket may, in the course ofthe year, receive a contribution to infra-structure works from external parties, pro-vided that any such contributorsrenounce all their rights in relation to theinfrastructure and its design, and anyfuture income.”

“Jernbaneverket may, in the course ofthe year and without reference toParliament, exceed its allocation undersection 1350, item 30 ‘Investment in rail-way lines’, by an amount equivalent toexcess income under section 4350, item37,‘Contribution to infrastructure works’.”

“Jernbaneverket may, in the course ofthe year, exceed its allocation under sec-tion 1350, item 25 ‘Operations and main-tenance, airport line’, by an amount equi-valent to excess book income undersection 4350, item 07 ‘Payment for use ofairport line.”

In addition to the authorisations outli-ned above, Jernbaneverket is authorisedto increase expenditure under section1350, items 23 and 30, if this can be offsetagainst income under section 4350, items15–18. Please refer to the State BudgetingGuidelines, Part II, section 6.6, regardingthe changeover to direct reimbursementof sick pay.

State Accounts for 2001

Jernbaneverket’s budget

allocations for 2001 under

section 1350, Expenditure,

and section 4350, Income,

were NOK 4 761.8 million and

NOK 692.4 million respectively.

The dispatcher relays orders to the train driver.(Photo: Rune Fossum)


24

Jernbaneverket’s finances in 2001 (Expenditure, NOK million)

Section 1350 Jernbaneverket

Item Description «Blue book» for 2001 Adjustments/transfers Approved budget Accounts

23 Operations and maintenance 2 773.0 55.7 2 828.7 3 118.8

25 Operations and maintenance, airport line 83.3 20.3 103.6 93.8

30 Investment in railway lines 1 048.4 365.1 1 413.5 1 334.7

90 Capital injection to subsidiary companies 0.0 224.0 224.0 224.0

91 Loan to BaneTele AS 0.0 196.0 196.0 209.5

Total, section 1350 3 904.7 861.1 4 765.8 4 980.8

Section 4350 Jernbaneverket

Item Description «Blue book» for 2001 Adjustments/transfers Approved budget Accounts

01 Track charges 60.0 0.0 60.0 34.3

02 Sale of equipment, services, etc. 130.0 0.0 130.0 198.0

04 Leasing income 30.0 -15.0 15.0 29.7

06 Resale of electricity for train operations 151.4 0.0 151.4 178.0

07 Payment for use of airport line 83.3 0.0 83.3 70.9

15 Reimbursement for employment creation schemes 0.0 0.0 0.0 0.1

16.11 Reimbursement of salaries 0.0 0.0 0.0 5.1

16.12 Reimbursement of employer contributions 0.0 0.0 0.0 0.8

17 Reimbursement for apprentices 0.0 0.0 0.0 1.6

18.11 sement of sick pay 0.0 0.0 0.0 36.3

18.12 Reimbursement of employer contributions on sick pay 0.0 0.0 0.0 5.1

37 Contribution to infrastructure works 29.0 0.0 29.0 34.1

90 Transfer of assets to BaneTele AS 0.0 224.0 224.0 254.5

Total, section 4350 483.4 209.0 692.4 850.5

Section 1350, expenditure 4 980.8

- Increased loan to BaneTele AS 13.5

- Section 4350, income items 02, 06–37 150.6

Net total expenditure, section 1350 4 816.7

Approved budget allocation, section 1350 4 761.8

Overspend on section 1350 in 2001 54.9

Departure Hall,Oslo Central Station.(Photo: Tomas Bollingmo)



JernbaneverketSwitchboard +47 22 45 50 00

Head Office

Phone +47 22 45 51 00Stortorvet 7PO Box 1162 SentrumNO-0107 Oslo

Eastern Region

Phone +47 22 45 71 00Stenersgaten 1A (Oslo City)NO-0048 Oslo

Southern Region

Phone +47 32 27 57 00Stømsø Torg 1NO-3006 Drammen

Western Region

Phone +47 55 96 61 02Strømgaten 4NO-5015 Bergen

Northern Region

Phone +47 72 57 25 00PirsenteretNO-7462 Trondheim

Infrastructure Construction

Phone +47 22 45 59 00Stenersgaten 1D (Oslo City)NO-0048 Oslo

Railway Contractors


Railway Production


Railway Consulting


Electric Power Supplier


Telecommunication Services– BaneTele AS

Phone +47 22 45 55 00Jernbanetorget 1NO-0154 Oslo

Norwegian Railway Museum

Phone +47 62 51 31 60Strandveien 132PO Box 491NO-2301 Hamar

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Documents

Annual Report2001 · 1 Rail traffic picked up towards the end of the year.Air traffic suffered a setback after September 11.The horrific images of hijacked passenger jets crashing