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The loading volumes of RZD in the first quarter of 2013 decreased by 4.1% or 3% in terms of the daily average compared to the same period in 2012, which as a leap year included the extra day of February 29, 2012.
The fall was due to the deterioration in the amount of cargo delivered for shipment (see detailed chart in Statistics).
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[DETAIL_TEXT] => In these circumstances, the company is giving priority to improving its operational efficiency.
In the first quarter, Russian Railways met all its targets on the railway network as a whole, including for the average weight per freight train, which was 0.3% above target, average daily productivity per locomotive (2.1% above target) and the average service speed, which was 0.3% above the targeted figure.
The company continues to implement technology to ensure that freight trains run on schedule and dispatched 548 such trains in March 2013. The economic benefit to the company amounted to 45 million roubles.
In addition, delivery times between Novokuznetsk-Severny – Mys Astafieva were reduced from 9.5 days in March 2012 to 9 days and between Smychka – Mys Astafieva from 13 to 12 days.
Vladimir Yakunin, President of RZD, told department heads about the need for effective work as the country emerges from the winter season.
Due to the heavy rainfall at the end of March and the rapid warming to average daily temperatures above freezing point, it is now expected that the usual spring floods will be higher than historical averages.
The railways are therefore building defensive structures to contain the melt water, clearing ditches and drainage ditches and, in preparation for emergencies, forming anti-washout trains provided with the necessary materials. At the same time, in the ports sector the situation is better, and that’s a good stimulus for rail companies to think about their efficiency. In January-March, the throughput of Russian seaports grew by 7.2%, year-on-year, to 136.6 million tonnes, Association of Sea Commercial Ports informs.
Transshipment of dry cargo totaled 55.7 million tonnes (+2.0%) including 22.1 million tonnes of coal (+18.4%), 10.4 million tonnes of containerized cargo (+3.8%), 2.8 million tonnes of mineral fertilizers (+27.6%), and 1.2 million tonnes of packaged goods (+32.9%). Transshipment of ferrous metals fell to 6.3 million tonnes (-10.3%), forest cargo – to 1.1 million tonnes (-21.8%).
It can easily be seen that the ports are growing in cargoes where the railways are declining. This is an alarming trend, especially given the fact that the loading volumes of trucks are going up. This year river shipping carriers are going to have their volumes increased based on the effects of state investments in the modernisation of the internal waterways over recent years.
What’s worse is the fact that there are no encouraging signs for the freight transportation market. Industrial output is forecast to be at the same level as 2012, and if that happens it will be a very lucky for the economy. More realistic forecasts say that the declining trend will continue bringing the necessity to reduce expenditure.
Another threat comes not from a macroeconomic context, but linked to the changes in the oil industry. Oil and oil products are by volumes the second-largest cargo for railways and the highest yielding with one ton transported being by 280% more profitable than one ton of coal. The development of pipeline networks in the last decade will cause a decline in the amount of oil transported via railways. At the end of last year, the East Siberia – the Pacific Ocean pipeline was put into operation, and the railway operators will loose 11-12 million tonnes of oil which amounts to about 4% of the last year’s volumes. The process has already started with a 2% decline in the first quarter. The companies rely on oil products pointing out the attempts of the government to enhance the production in this segment. To some degree these attempts really succeed but there are some doubts that the new volumes of oil products will fill the gap made by the pipelines.
At the same time there are positive trends in container transportation. New shuttle trains are being launched both in domestic and in international transportation with the prices for shipment of a container being less than on roads. RZD’s focus on container transportation has a solid base after the adoption of the container strategy in 2011 and the foundation of the RZD-Logistics, a 3PL-provider. Another step that could help tackle the recession and decline in loading volumes is the acquisition of GEFCO which could bring additional profits in the short term. ®
[~DETAIL_TEXT] => In these circumstances, the company is giving priority to improving its operational efficiency.
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The company continues to implement technology to ensure that freight trains run on schedule and dispatched 548 such trains in March 2013. The economic benefit to the company amounted to 45 million roubles.
In addition, delivery times between Novokuznetsk-Severny – Mys Astafieva were reduced from 9.5 days in March 2012 to 9 days and between Smychka – Mys Astafieva from 13 to 12 days.
Vladimir Yakunin, President of RZD, told department heads about the need for effective work as the country emerges from the winter season.
Due to the heavy rainfall at the end of March and the rapid warming to average daily temperatures above freezing point, it is now expected that the usual spring floods will be higher than historical averages.
The railways are therefore building defensive structures to contain the melt water, clearing ditches and drainage ditches and, in preparation for emergencies, forming anti-washout trains provided with the necessary materials. At the same time, in the ports sector the situation is better, and that’s a good stimulus for rail companies to think about their efficiency. In January-March, the throughput of Russian seaports grew by 7.2%, year-on-year, to 136.6 million tonnes, Association of Sea Commercial Ports informs.
Transshipment of dry cargo totaled 55.7 million tonnes (+2.0%) including 22.1 million tonnes of coal (+18.4%), 10.4 million tonnes of containerized cargo (+3.8%), 2.8 million tonnes of mineral fertilizers (+27.6%), and 1.2 million tonnes of packaged goods (+32.9%). Transshipment of ferrous metals fell to 6.3 million tonnes (-10.3%), forest cargo – to 1.1 million tonnes (-21.8%).
It can easily be seen that the ports are growing in cargoes where the railways are declining. This is an alarming trend, especially given the fact that the loading volumes of trucks are going up. This year river shipping carriers are going to have their volumes increased based on the effects of state investments in the modernisation of the internal waterways over recent years.
What’s worse is the fact that there are no encouraging signs for the freight transportation market. Industrial output is forecast to be at the same level as 2012, and if that happens it will be a very lucky for the economy. More realistic forecasts say that the declining trend will continue bringing the necessity to reduce expenditure.
Another threat comes not from a macroeconomic context, but linked to the changes in the oil industry. Oil and oil products are by volumes the second-largest cargo for railways and the highest yielding with one ton transported being by 280% more profitable than one ton of coal. The development of pipeline networks in the last decade will cause a decline in the amount of oil transported via railways. At the end of last year, the East Siberia – the Pacific Ocean pipeline was put into operation, and the railway operators will loose 11-12 million tonnes of oil which amounts to about 4% of the last year’s volumes. The process has already started with a 2% decline in the first quarter. The companies rely on oil products pointing out the attempts of the government to enhance the production in this segment. To some degree these attempts really succeed but there are some doubts that the new volumes of oil products will fill the gap made by the pipelines.
At the same time there are positive trends in container transportation. New shuttle trains are being launched both in domestic and in international transportation with the prices for shipment of a container being less than on roads. RZD’s focus on container transportation has a solid base after the adoption of the container strategy in 2011 and the foundation of the RZD-Logistics, a 3PL-provider. Another step that could help tackle the recession and decline in loading volumes is the acquisition of GEFCO which could bring additional profits in the short term. ®
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[DETAIL_TEXT] => In these circumstances, the company is giving priority to improving its operational efficiency.
In the first quarter, Russian Railways met all its targets on the railway network as a whole, including for the average weight per freight train, which was 0.3% above target, average daily productivity per locomotive (2.1% above target) and the average service speed, which was 0.3% above the targeted figure.
The company continues to implement technology to ensure that freight trains run on schedule and dispatched 548 such trains in March 2013. The economic benefit to the company amounted to 45 million roubles.
In addition, delivery times between Novokuznetsk-Severny – Mys Astafieva were reduced from 9.5 days in March 2012 to 9 days and between Smychka – Mys Astafieva from 13 to 12 days.
Vladimir Yakunin, President of RZD, told department heads about the need for effective work as the country emerges from the winter season.
Due to the heavy rainfall at the end of March and the rapid warming to average daily temperatures above freezing point, it is now expected that the usual spring floods will be higher than historical averages.
The railways are therefore building defensive structures to contain the melt water, clearing ditches and drainage ditches and, in preparation for emergencies, forming anti-washout trains provided with the necessary materials. At the same time, in the ports sector the situation is better, and that’s a good stimulus for rail companies to think about their efficiency. In January-March, the throughput of Russian seaports grew by 7.2%, year-on-year, to 136.6 million tonnes, Association of Sea Commercial Ports informs.
Transshipment of dry cargo totaled 55.7 million tonnes (+2.0%) including 22.1 million tonnes of coal (+18.4%), 10.4 million tonnes of containerized cargo (+3.8%), 2.8 million tonnes of mineral fertilizers (+27.6%), and 1.2 million tonnes of packaged goods (+32.9%). Transshipment of ferrous metals fell to 6.3 million tonnes (-10.3%), forest cargo – to 1.1 million tonnes (-21.8%).
It can easily be seen that the ports are growing in cargoes where the railways are declining. This is an alarming trend, especially given the fact that the loading volumes of trucks are going up. This year river shipping carriers are going to have their volumes increased based on the effects of state investments in the modernisation of the internal waterways over recent years.
What’s worse is the fact that there are no encouraging signs for the freight transportation market. Industrial output is forecast to be at the same level as 2012, and if that happens it will be a very lucky for the economy. More realistic forecasts say that the declining trend will continue bringing the necessity to reduce expenditure.
Another threat comes not from a macroeconomic context, but linked to the changes in the oil industry. Oil and oil products are by volumes the second-largest cargo for railways and the highest yielding with one ton transported being by 280% more profitable than one ton of coal. The development of pipeline networks in the last decade will cause a decline in the amount of oil transported via railways. At the end of last year, the East Siberia – the Pacific Ocean pipeline was put into operation, and the railway operators will loose 11-12 million tonnes of oil which amounts to about 4% of the last year’s volumes. The process has already started with a 2% decline in the first quarter. The companies rely on oil products pointing out the attempts of the government to enhance the production in this segment. To some degree these attempts really succeed but there are some doubts that the new volumes of oil products will fill the gap made by the pipelines.
At the same time there are positive trends in container transportation. New shuttle trains are being launched both in domestic and in international transportation with the prices for shipment of a container being less than on roads. RZD’s focus on container transportation has a solid base after the adoption of the container strategy in 2011 and the foundation of the RZD-Logistics, a 3PL-provider. Another step that could help tackle the recession and decline in loading volumes is the acquisition of GEFCO which could bring additional profits in the short term. ®
[~DETAIL_TEXT] => In these circumstances, the company is giving priority to improving its operational efficiency.
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The company continues to implement technology to ensure that freight trains run on schedule and dispatched 548 such trains in March 2013. The economic benefit to the company amounted to 45 million roubles.
In addition, delivery times between Novokuznetsk-Severny – Mys Astafieva were reduced from 9.5 days in March 2012 to 9 days and between Smychka – Mys Astafieva from 13 to 12 days.
Vladimir Yakunin, President of RZD, told department heads about the need for effective work as the country emerges from the winter season.
Due to the heavy rainfall at the end of March and the rapid warming to average daily temperatures above freezing point, it is now expected that the usual spring floods will be higher than historical averages.
The railways are therefore building defensive structures to contain the melt water, clearing ditches and drainage ditches and, in preparation for emergencies, forming anti-washout trains provided with the necessary materials. At the same time, in the ports sector the situation is better, and that’s a good stimulus for rail companies to think about their efficiency. In January-March, the throughput of Russian seaports grew by 7.2%, year-on-year, to 136.6 million tonnes, Association of Sea Commercial Ports informs.
Transshipment of dry cargo totaled 55.7 million tonnes (+2.0%) including 22.1 million tonnes of coal (+18.4%), 10.4 million tonnes of containerized cargo (+3.8%), 2.8 million tonnes of mineral fertilizers (+27.6%), and 1.2 million tonnes of packaged goods (+32.9%). Transshipment of ferrous metals fell to 6.3 million tonnes (-10.3%), forest cargo – to 1.1 million tonnes (-21.8%).
It can easily be seen that the ports are growing in cargoes where the railways are declining. This is an alarming trend, especially given the fact that the loading volumes of trucks are going up. This year river shipping carriers are going to have their volumes increased based on the effects of state investments in the modernisation of the internal waterways over recent years.
What’s worse is the fact that there are no encouraging signs for the freight transportation market. Industrial output is forecast to be at the same level as 2012, and if that happens it will be a very lucky for the economy. More realistic forecasts say that the declining trend will continue bringing the necessity to reduce expenditure.
Another threat comes not from a macroeconomic context, but linked to the changes in the oil industry. Oil and oil products are by volumes the second-largest cargo for railways and the highest yielding with one ton transported being by 280% more profitable than one ton of coal. The development of pipeline networks in the last decade will cause a decline in the amount of oil transported via railways. At the end of last year, the East Siberia – the Pacific Ocean pipeline was put into operation, and the railway operators will loose 11-12 million tonnes of oil which amounts to about 4% of the last year’s volumes. The process has already started with a 2% decline in the first quarter. The companies rely on oil products pointing out the attempts of the government to enhance the production in this segment. To some degree these attempts really succeed but there are some doubts that the new volumes of oil products will fill the gap made by the pipelines.
At the same time there are positive trends in container transportation. New shuttle trains are being launched both in domestic and in international transportation with the prices for shipment of a container being less than on roads. RZD’s focus on container transportation has a solid base after the adoption of the container strategy in 2011 and the foundation of the RZD-Logistics, a 3PL-provider. Another step that could help tackle the recession and decline in loading volumes is the acquisition of GEFCO which could bring additional profits in the short term. ®
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The level of satisfaction on railway services is going up, research by RZD-Partner Publishing House reveals.
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In 2012, the RZD-Partner and the Gudok Publishing House had been conducting research on behalf of RZD based on interviews with at least 80 respondents representing clients of railway transport from the industrial sector. The research named “Quality Index” featured 13 criteria (see the chart 1) and was aimed at providing solid feedback from clients to RZD. The work is being continued in 2013 as well.
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The main thing to be noted with the “Quality Index” was that the level of satisfaction was going up during the whole 2012 year. It started from 53 points in January and finished in 63,5 in December making it 59,5 as an average for the year. In 2013, it continued growing with 65 in January and February. The result of March seems to be no less. First of all, these are the prices of the operators for transportation, availability of rolling stock and safety of cargo that have contributed the most on a year-on-year basis, with the help of such parameters as application for transportation and technical condition of rolling stock.
The “Transportation Quality – 2013” being published for the first time in January showed the same result as the index for railway transportation as a whole, 65. In February it rose slightly to 65,5 with the most contributing factors being readiness for a single transportation, readiness for cooperation in a fast changing environment and availability of rolling stock as a priority.
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For additional information on the researches,
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Whereas the “Quality Index” covers the railway as a whole, the “Transportation Quality –2013” concentrates wholly on the operators. The start of the research appeared to be well-timed. It’s the very moment when the rates for rolling stock rent began to fall sharply. The parameters to estimate are in the chart 2. Whereas the “Quality Index” is being paid for by the single customer, RZD, the “Transportation Quality – 2013” is being sold to the market.
All the measures in both indexes are being rated out of 100 points, where the level between 0 an 25 means “unsatisfactory”, 25-50 – “satisfactory”, 50-75 – “good” and 75-100 – “excellent”.
The main thing to be noted with the “Quality Index” was that the level of satisfaction was going up during the whole 2012 year. It started from 53 points in January and finished in 63,5 in December making it 59,5 as an average for the year. In 2013, it continued growing with 65 in January and February. The result of March seems to be no less. First of all, these are the prices of the operators for transportation, availability of rolling stock and safety of cargo that have contributed the most on a year-on-year basis, with the help of such parameters as application for transportation and technical condition of rolling stock.
The “Transportation Quality – 2013” being published for the first time in January showed the same result as the index for railway transportation as a whole, 65. In February it rose slightly to 65,5 with the most contributing factors being readiness for a single transportation, readiness for cooperation in a fast changing environment and availability of rolling stock as a priority.
In their interviews the respondents say that the overall market situation is pushing the rates of rolling stock operators down, the railway companies have too many idle railcars which makes them more client-oriented. Given the current economic conditions the operators are ready to transport any amount of cargo in any direction which could be hardly imagined last year. RZD’s performance is getting much better, especially the situation with delivery time is improving. Last year it was the weakest link in the company’s business regarding the level of customers’ satisfaction.
For additional information on the researches,
please, contact Ivan Stupachenko stupachenko@rzd-partner.ru
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[DETAIL_TEXT] => In 2012, the RZD-Partner and the Gudok Publishing House had been conducting research on behalf of RZD based on interviews with at least 80 respondents representing clients of railway transport from the industrial sector. The research named “Quality Index” featured 13 criteria (see the chart 1) and was aimed at providing solid feedback from clients to RZD. The work is being continued in 2013 as well.
In 2013, RZD-Partner Publishing House launched an additional survey, “Transportation Quality – 2013” only dedicated to how shippers view the quality of services provided by operators, i. e. the companies whose business concentrates on owning and servicing rolling stock and being a link between freight owners and RZD.
Whereas the “Quality Index” covers the railway as a whole, the “Transportation Quality –2013” concentrates wholly on the operators. The start of the research appeared to be well-timed. It’s the very moment when the rates for rolling stock rent began to fall sharply. The parameters to estimate are in the chart 2. Whereas the “Quality Index” is being paid for by the single customer, RZD, the “Transportation Quality – 2013” is being sold to the market.
All the measures in both indexes are being rated out of 100 points, where the level between 0 an 25 means “unsatisfactory”, 25-50 – “satisfactory”, 50-75 – “good” and 75-100 – “excellent”.
The main thing to be noted with the “Quality Index” was that the level of satisfaction was going up during the whole 2012 year. It started from 53 points in January and finished in 63,5 in December making it 59,5 as an average for the year. In 2013, it continued growing with 65 in January and February. The result of March seems to be no less. First of all, these are the prices of the operators for transportation, availability of rolling stock and safety of cargo that have contributed the most on a year-on-year basis, with the help of such parameters as application for transportation and technical condition of rolling stock.
The “Transportation Quality – 2013” being published for the first time in January showed the same result as the index for railway transportation as a whole, 65. In February it rose slightly to 65,5 with the most contributing factors being readiness for a single transportation, readiness for cooperation in a fast changing environment and availability of rolling stock as a priority.
In their interviews the respondents say that the overall market situation is pushing the rates of rolling stock operators down, the railway companies have too many idle railcars which makes them more client-oriented. Given the current economic conditions the operators are ready to transport any amount of cargo in any direction which could be hardly imagined last year. RZD’s performance is getting much better, especially the situation with delivery time is improving. Last year it was the weakest link in the company’s business regarding the level of customers’ satisfaction.
For additional information on the researches,
please, contact Ivan Stupachenko stupachenko@rzd-partner.ru
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In 2013, RZD-Partner Publishing House launched an additional survey, “Transportation Quality – 2013” only dedicated to how shippers view the quality of services provided by operators, i. e. the companies whose business concentrates on owning and servicing rolling stock and being a link between freight owners and RZD.
Whereas the “Quality Index” covers the railway as a whole, the “Transportation Quality –2013” concentrates wholly on the operators. The start of the research appeared to be well-timed. It’s the very moment when the rates for rolling stock rent began to fall sharply. The parameters to estimate are in the chart 2. Whereas the “Quality Index” is being paid for by the single customer, RZD, the “Transportation Quality – 2013” is being sold to the market.
All the measures in both indexes are being rated out of 100 points, where the level between 0 an 25 means “unsatisfactory”, 25-50 – “satisfactory”, 50-75 – “good” and 75-100 – “excellent”.
The main thing to be noted with the “Quality Index” was that the level of satisfaction was going up during the whole 2012 year. It started from 53 points in January and finished in 63,5 in December making it 59,5 as an average for the year. In 2013, it continued growing with 65 in January and February. The result of March seems to be no less. First of all, these are the prices of the operators for transportation, availability of rolling stock and safety of cargo that have contributed the most on a year-on-year basis, with the help of such parameters as application for transportation and technical condition of rolling stock.
The “Transportation Quality – 2013” being published for the first time in January showed the same result as the index for railway transportation as a whole, 65. In February it rose slightly to 65,5 with the most contributing factors being readiness for a single transportation, readiness for cooperation in a fast changing environment and availability of rolling stock as a priority.
In their interviews the respondents say that the overall market situation is pushing the rates of rolling stock operators down, the railway companies have too many idle railcars which makes them more client-oriented. Given the current economic conditions the operators are ready to transport any amount of cargo in any direction which could be hardly imagined last year. RZD’s performance is getting much better, especially the situation with delivery time is improving. Last year it was the weakest link in the company’s business regarding the level of customers’ satisfaction.
For additional information on the researches,
please, contact Ivan Stupachenko stupachenko@rzd-partner.ru
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The strategy of RZD holding company envisages enlargement of the range
of transport services and mastering new geographical areas. Vadim Morozov, First Vice President of RZD, talks about the company’s main business focus and prospective development projects.
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[DETAIL_TEXT] => Basis for Integration
– Mr Morozov, how will GEFCO logistics company, purchased by RZD in 2012, be integrated in the structure of the holding company?
– This is a very important process: it will impact on the efficiency of GEFCO in the new market environment and its interaction with other subsidiaries of RZD. The integration process usually lasts up to one year. The work is carried out in accordance with a special plan and affects all activities within the company – from strategy and business development to personnel matters and public relations. To coordinate these processes and control their timely implementation, RZD launched an integrating office, headed by the company’s Vice President Salman Babayev. We believe that the logistics technologies of GEFCO and its synergy with other subsidiaries of RZD will help to better meet the needs of the present-day market.
– Last year RZD initiated the creation of a single logistics operator on a parity basis with Kazakhstan and Belarus (United Transport and Logistics Company, UTLC). It was based on the idea of uniting railway container operators and terminals, and coordinating the management of these assets throughout the whole area of the Common Economic Space (CES). What phase is the project now in?
– The establishment of OTLC was designed to create the transport basis for the integration of Russia, Belarus, and Kazakhstan into the framework of the CES. Smoothing of customs barriers, better transparency and reliability of transportation in Russia, Belarus, and Kazakhstan will help bring to the market additional volumes of containerised freight. National railway companies will receive additional revenue from the use of the infrastructure and dividends from their shares in OTLC.
Shareholders will manage the company on a parity basis, therefore OTLC will receive full co-operation in the spheres of customs and tariff policy. Also, it will stimulate implementation of universal standards of transport and logistics services, transportation technologies, and the payment system in the CES. All this will increase the attractiveness of services offered to cargo owners and strengthen the position of Russian Railways holding company in its negotiations with foreign partners.
At the end of last year, RZD prepared a business plan for the integrated company, which is now being adjusted by state bodies of the CES member states. The business model of OTLC envisages a vertical integration of the profile assets of the national railway companies of the three countries, including rolling stock, containers, terminal capacities, and informational systems. This step is needed to provide the necessary scale of business to greatly expand the amount of international containerised cargo transportation, including those carried as transit via the CES. According to our experts’ estimations, the united company will be able to transport a significant part of exports from China to Europe, including high-tech cargoes (electronics and equipment) through redirection from the sea transport.
It is too early to speak about any definite deadline for the decision making, because we have a long process of project adjustment ahead. At the same time, one should realise that the plans should be put into practice as soon as possible amid Russia joining the WTO and constantly increasing demand from businesess for transport services.
Scale of Business
– What are the basic directions for the development of RZD’s subsidiaries and affiliated companies – TransContainer, RZD-Logistics, and FPC-Logistics, according to the holding company’s plans to increase its presence at the market for complex transport services?
– In January 2013, the Board of Directors of TransContainer approved the company’s development strategy till 2020. The strategic goal – to increase capitalisation through expanding the scale and efficiency of the business – was confirmed together with the target business model of a vertically integrated transport and logistics company in the container transportation sector. The strategy of TransContainer envisages keeping the leading position in the growing market of railway container transportation; optimisation of the terminal business taking into account the outlook for the freight base development; and the ongoing withdrawal of medium-capacity containers from Russian Railways’ network; and implementation of measures for the increase in the company’s operating efficiency.
In summer 2012 RZD-Logistics approved its draft strategy till 2020 covering the development of existing activities and the launch of new businesses with Russian and foreign partners to get control over additional cargo flows on Asian, European, and Russian markets. The strategy of RZD Logistics envisages the development of the following business lines:
• forwarding services during cargo transportation via all transport corridors by all transport modes;
• transit transportation on the 1520 space;
• transportation of wagonloads in the framework of RZD-Express project;
• complex logistics for Russian companies;
• development of existing subsidiaries: Euro Rail Trans (Latvia), YuXinOu (China), Far East Land Bridge (FELB).
FPC-Logistics operates in the segment of transportation of less-than-carload freight (cargo baggage). The company’s market share must exceed 20% by 2015. Plans for sweeping the market of less-than-carload freight transportation in baggage wagons are explained by the company’s ambition to meet present-day standards of transport-forwarding and logistics services market. This type of transportation is widely spread, so a competitive company must have such operating advantages as accurate and simple services. FPC-Logistics constantly expands its presence, improves logistics services for cargo baggage transportation by railway and road haulage. Today, it offers multiple solutions for cargo transportation at a different speed and at a different cost of delivery in Russia. Automobile forwarding services, in which road transport companies participate, allow provision of “door-to-door” transportation.
The current barriers to less-than-carload freight are supposed to be removed by creating multimodal terminal and warehousing complexes engaged in servicing cargo baggage in places of origin and distribution of cargo flows (Novosibirsk, Yekaterinburg, Vladivostok, Moscow, etc.). This will help optimise clients’ expenditure, reducing it by 20-30%, and create the basis for highly-profitable services in the terminal-warehousing sector (sorting, packing, secure storage, etc.).
Therefore, having effectively distributed market sectors between subsidiaries, we can avoid conflicting interests and internal competition. Amplifying each others’ opportunities, they will make an efficient transport and logistics service, thus strengthening the market position of RZD holding company.
– Please, tell us more about plans for the development of RZD’s terminal and warehousing complex.
– It is one of our priorities, assisting us to reach our strategic objectives. The creation of the transport and logistics business division envisages the reform of the present-day system of control over the terminal and warehousing complex.
The Concept of Creating Terminal and Logistics Centers (TLC) in the RF has been approved. It envisages that a network of facilities of three classes will be created – railway ports, terminal and logistics centres, and satellites. TLCs will be built in the key places of Russian Railways’ network. To form the transport and logistics network, we will use system solutions to organise the activity of centres and build transport links between them.
The complex project envisages two phases of the construction of facilities and putting them in operation. Firstly, it is planned to create the basic network consisting of ten core TLCs in places of origin and delivery of cargo flows in Russia, and to form the transport and IT infrastructure needed for the future network of TLCs. The launch of the basic network will be a stimulus for potential investors and will cause a sort of a chain reaction for carrying out projects of priority TLCs in regions. In the future, if the market situation is favourable, second-phase facilities will be built.
The benefits of the TLC network will be the development of the logistics services market, higher efficiency within the national transport system of Russia, and expansion of the scale of transportation business (the TLC network will attract additional 100-120 million tons of cargo to the railway transport), a decline in the cost and price, enhanced efficiency of investment activity, and optimisation of RZD’s loading infrastructure. Today, a number of top-priority projects for the development of transport and logistics infrastructure are being carried out. For example, in the Moscow region there is the pilot project of TLC Bely Rast. Our strategic partner Deutsche Bahn AG takes an active part in the project. Design documentation for the construction will be developed in 2013, and construction and installation works will be underway at the first complex at that time. Architectural-planning, design, and construction and installation works are underway for the reconstruction of marshalling yards at the Kuntsevo-2 and Shushary railway stations, and the TLCs “Grodekovo” and “Yekaterinburg”. The successful fulfillment of a project greatly depends on the attraction of sufficient investment from different funding sources. Our experts developed an investment proposal for the project and work is currently under way to attract private investors.
The creation of the TLC network is a national project for forming terminal and logistics infrastructure in accordance with the scenario of innovative development. Efficient implementation of plans will depend on the interaction of business with federal and regional authorities. The reason for the insufficient development of the railway network and transport and logistics infrastructure of Russia is the lack of investment. It is a burning question for RZD.
Moving to Multimodality
– How does RZD plan to develop door-to-door transportation using multimodal technologies?
– The formation and provision of sophisticated services for consignors is an essential stage in the process of RZD’s transformation into a transport and logistics company with a transfer from line transportation services to multimodal logistics chains. That’s what the goal of purchasing GEFCO was – to create a technological and organisational base for the development of complex logistics services. This company has unique competences allowing development of 3PL/4PL services efficiently at the Russian market.
A move to multimodality is required by our ambition to meet the requirements of the international market. A result of the interaction of the railway with other transport modes will be new complex products to fulfill a wide range of clients’ needs. For example, we have already organised complex multimodal door-to-door transportation of metal products made by TC EvrazHolding from the Smychka railway station (the consignor is Evraz NTMK) via the Sassnitz port to the Ostrava railway station (Czech Republic) for Evraz Vitkovitse Steel. Naturally, these technologies require adaptation and enhancement of the standard and legal base, but the most important thing is that they must provide a transfer to a new level of logistics services, and the integration of RZD holding company into the global transport system.
In the framework of the creation of the Common Economic Space and Russia joining the WTO, work is underway to organise piggyback transport services, which will contribute to an increase in the competitiveness of national producers. Being an infrastructural company, RZD considers that its objective is the creation of the right technical conditions for generation of new business on the 1520 space.
The results of research carried out by RZD and a series of pilot journeys of piggyback trains on the Helsinki – St Petersburg – Moscow route created the prerequisites for the launch of regular piggyback transportation in the short term. Therefore, the company is ready to act as a system integrator in the phase of the start-up of a new business in cooperation with road carriers.
– A number of European railway companies buy cargo automobile transport to provide complex services to cargo owners. Is RZD looking into it, especially if we take into account the redirection of a significant part of cargo to road transport?
– Firstly, one should understand that Russia’s main difference from Europe is the distance of transportation. Even the longest routes in Europe are measured in hours (if not to take into account loading/unloading operations, etc.), and in Russia – in thousands of kilometers and several days of journey time. Secondly, the sectors of road and railway transportation have systemic differences. Road transporters are not engaged in infrastructure maintenance, and do not suffer expenditure because of it. Construction of new motorways is funded from public sources, and road transporters have no need to include into tariffs the investment component for infrastructure development. Their tariffs are not regulated by the state, so road transporters have more freedom in profit margins than railway operators. Naturally, all these factors are not in favour of railway transportation, the cost of which must take into account all the things mentioned above.
Thirdly, the fleet of cargo vehicles for public road transport enterprises is characterised by a significant wear and non-optimal structure. In 2010, 73% of the fleet of cargo vehicles was completely amortised, their average age exceeded 10 years. Therefore, road transporters can set tariffs at practically price dumping level, which in line with the lack of infrastructural payment allows redirecting cargoes from railways to motorways. Simultaneously, it causes a higher accident risk, impacts environmental conditions, and reduces the investment opportunities of road transporters to renew their automobile fleet and optimise its structure. A possible way out is limiting the use of cargo vehicles, the age of which significantly exceeds the amortisation period, and implementing obligatory recycling of old trucks.
Despite tough competition in the road transport market, it is reasonable for RZD to participate in it, because there is a serious potential for growth, and new types of services will allow creation of efficient schemes of “door-to-door” and “just in time” services. Use of road transport in the “last mile” sector and in cases, when there are no railway tracks, is of vital importance for better fulfillment of clients’ needs.
RZD holding company has a significant background in this sphere, including the competencies of GEFCO: multimodal logistics technologies and capacities, IT-solutions, providing an efficient model of interaction between a 3PL/4PL-logistics company and a road transporter, and the experience of interaction between railways and other transport modes at multimodal transportation.
Therefore, we see the necessity and are examining opportunities for entering the road transport market in those segments, which do not compete with our main business, but complement it. However, this requires coordinated actions of all parties, including the state. In early 2013, RZD submitted to the RF Government its offers about measures needed for balancing cargo flows in Russia and redirecting a part of it from road transport to railways. Everyone will benefit from it, because this will help decongest road border crossings (and the situation at many of them is critical), and load the railway infrastructure levelly, especially at long-distance transportation.
– Is the interest of RZD in privatised shareholdings in ports high? Is such investment efficient?
– Ports are important infrastructural organisations linking the national transport system with the transport systems of other countries. The success of transport companies and consignors, and stable development of some industries in regions with a significant export potential depends on the efficiency of ports. Increasing exports contributes to gaining additional receipts by RZD.
The holding company has stakes in such managing companies as Ust-Luga Company and Murmansk Transport Hub. Also, our subsidiary Black Sea Ferries actively uses the ports of Kavkaz, Ust-Luga, and Baltiysk for functioning of railway ferries on the Black Sea and the Baltic Sea. We have plans to develop the automobile-railway ferry terminal in the Ust-Luga port, including redirection of a part of the international cargo flow to ferries operating in the Baltic Sea region.
Purchase of sea ports is not the ultimate goal: RZD remains a transport company, and it is not going to become a stevedore. One should not forget, however, that the development and modernisation of ports must match the development of railways and public infrastructure, and for that we need an opportunity to explain our position to port authorities. That’s why we need to participate in the capital or administration of this or that port or some terminals. The strategic goals of RZD holding company are as follows: the creation of an efficient technology for operational interaction, an enhancement of the technology of cargo transportation/handling/storing; the coordination of the strategy of the development of a port and approaches to it; the development of a balanced tariff rate; a quicker payback period for investment in railway approaches to ports.
We are especially interested in ports, where it is possible to gain maximum synergy from the interaction of railways and sea transport. In some cases this objective can be achieved through the creation of terminal and logistics centres, providing technological integration and coordinated interaction between sea ports and railways. ®
Interviewed by Elena Ushkova
[~DETAIL_TEXT] => Basis for Integration
– Mr Morozov, how will GEFCO logistics company, purchased by RZD in 2012, be integrated in the structure of the holding company?
– This is a very important process: it will impact on the efficiency of GEFCO in the new market environment and its interaction with other subsidiaries of RZD. The integration process usually lasts up to one year. The work is carried out in accordance with a special plan and affects all activities within the company – from strategy and business development to personnel matters and public relations. To coordinate these processes and control their timely implementation, RZD launched an integrating office, headed by the company’s Vice President Salman Babayev. We believe that the logistics technologies of GEFCO and its synergy with other subsidiaries of RZD will help to better meet the needs of the present-day market.
– Last year RZD initiated the creation of a single logistics operator on a parity basis with Kazakhstan and Belarus (United Transport and Logistics Company, UTLC). It was based on the idea of uniting railway container operators and terminals, and coordinating the management of these assets throughout the whole area of the Common Economic Space (CES). What phase is the project now in?
– The establishment of OTLC was designed to create the transport basis for the integration of Russia, Belarus, and Kazakhstan into the framework of the CES. Smoothing of customs barriers, better transparency and reliability of transportation in Russia, Belarus, and Kazakhstan will help bring to the market additional volumes of containerised freight. National railway companies will receive additional revenue from the use of the infrastructure and dividends from their shares in OTLC.
Shareholders will manage the company on a parity basis, therefore OTLC will receive full co-operation in the spheres of customs and tariff policy. Also, it will stimulate implementation of universal standards of transport and logistics services, transportation technologies, and the payment system in the CES. All this will increase the attractiveness of services offered to cargo owners and strengthen the position of Russian Railways holding company in its negotiations with foreign partners.
At the end of last year, RZD prepared a business plan for the integrated company, which is now being adjusted by state bodies of the CES member states. The business model of OTLC envisages a vertical integration of the profile assets of the national railway companies of the three countries, including rolling stock, containers, terminal capacities, and informational systems. This step is needed to provide the necessary scale of business to greatly expand the amount of international containerised cargo transportation, including those carried as transit via the CES. According to our experts’ estimations, the united company will be able to transport a significant part of exports from China to Europe, including high-tech cargoes (electronics and equipment) through redirection from the sea transport.
It is too early to speak about any definite deadline for the decision making, because we have a long process of project adjustment ahead. At the same time, one should realise that the plans should be put into practice as soon as possible amid Russia joining the WTO and constantly increasing demand from businesess for transport services.
Scale of Business
– What are the basic directions for the development of RZD’s subsidiaries and affiliated companies – TransContainer, RZD-Logistics, and FPC-Logistics, according to the holding company’s plans to increase its presence at the market for complex transport services?
– In January 2013, the Board of Directors of TransContainer approved the company’s development strategy till 2020. The strategic goal – to increase capitalisation through expanding the scale and efficiency of the business – was confirmed together with the target business model of a vertically integrated transport and logistics company in the container transportation sector. The strategy of TransContainer envisages keeping the leading position in the growing market of railway container transportation; optimisation of the terminal business taking into account the outlook for the freight base development; and the ongoing withdrawal of medium-capacity containers from Russian Railways’ network; and implementation of measures for the increase in the company’s operating efficiency.
In summer 2012 RZD-Logistics approved its draft strategy till 2020 covering the development of existing activities and the launch of new businesses with Russian and foreign partners to get control over additional cargo flows on Asian, European, and Russian markets. The strategy of RZD Logistics envisages the development of the following business lines:
• forwarding services during cargo transportation via all transport corridors by all transport modes;
• transit transportation on the 1520 space;
• transportation of wagonloads in the framework of RZD-Express project;
• complex logistics for Russian companies;
• development of existing subsidiaries: Euro Rail Trans (Latvia), YuXinOu (China), Far East Land Bridge (FELB).
FPC-Logistics operates in the segment of transportation of less-than-carload freight (cargo baggage). The company’s market share must exceed 20% by 2015. Plans for sweeping the market of less-than-carload freight transportation in baggage wagons are explained by the company’s ambition to meet present-day standards of transport-forwarding and logistics services market. This type of transportation is widely spread, so a competitive company must have such operating advantages as accurate and simple services. FPC-Logistics constantly expands its presence, improves logistics services for cargo baggage transportation by railway and road haulage. Today, it offers multiple solutions for cargo transportation at a different speed and at a different cost of delivery in Russia. Automobile forwarding services, in which road transport companies participate, allow provision of “door-to-door” transportation.
The current barriers to less-than-carload freight are supposed to be removed by creating multimodal terminal and warehousing complexes engaged in servicing cargo baggage in places of origin and distribution of cargo flows (Novosibirsk, Yekaterinburg, Vladivostok, Moscow, etc.). This will help optimise clients’ expenditure, reducing it by 20-30%, and create the basis for highly-profitable services in the terminal-warehousing sector (sorting, packing, secure storage, etc.).
Therefore, having effectively distributed market sectors between subsidiaries, we can avoid conflicting interests and internal competition. Amplifying each others’ opportunities, they will make an efficient transport and logistics service, thus strengthening the market position of RZD holding company.
– Please, tell us more about plans for the development of RZD’s terminal and warehousing complex.
– It is one of our priorities, assisting us to reach our strategic objectives. The creation of the transport and logistics business division envisages the reform of the present-day system of control over the terminal and warehousing complex.
The Concept of Creating Terminal and Logistics Centers (TLC) in the RF has been approved. It envisages that a network of facilities of three classes will be created – railway ports, terminal and logistics centres, and satellites. TLCs will be built in the key places of Russian Railways’ network. To form the transport and logistics network, we will use system solutions to organise the activity of centres and build transport links between them.
The complex project envisages two phases of the construction of facilities and putting them in operation. Firstly, it is planned to create the basic network consisting of ten core TLCs in places of origin and delivery of cargo flows in Russia, and to form the transport and IT infrastructure needed for the future network of TLCs. The launch of the basic network will be a stimulus for potential investors and will cause a sort of a chain reaction for carrying out projects of priority TLCs in regions. In the future, if the market situation is favourable, second-phase facilities will be built.
The benefits of the TLC network will be the development of the logistics services market, higher efficiency within the national transport system of Russia, and expansion of the scale of transportation business (the TLC network will attract additional 100-120 million tons of cargo to the railway transport), a decline in the cost and price, enhanced efficiency of investment activity, and optimisation of RZD’s loading infrastructure. Today, a number of top-priority projects for the development of transport and logistics infrastructure are being carried out. For example, in the Moscow region there is the pilot project of TLC Bely Rast. Our strategic partner Deutsche Bahn AG takes an active part in the project. Design documentation for the construction will be developed in 2013, and construction and installation works will be underway at the first complex at that time. Architectural-planning, design, and construction and installation works are underway for the reconstruction of marshalling yards at the Kuntsevo-2 and Shushary railway stations, and the TLCs “Grodekovo” and “Yekaterinburg”. The successful fulfillment of a project greatly depends on the attraction of sufficient investment from different funding sources. Our experts developed an investment proposal for the project and work is currently under way to attract private investors.
The creation of the TLC network is a national project for forming terminal and logistics infrastructure in accordance with the scenario of innovative development. Efficient implementation of plans will depend on the interaction of business with federal and regional authorities. The reason for the insufficient development of the railway network and transport and logistics infrastructure of Russia is the lack of investment. It is a burning question for RZD.
Moving to Multimodality
– How does RZD plan to develop door-to-door transportation using multimodal technologies?
– The formation and provision of sophisticated services for consignors is an essential stage in the process of RZD’s transformation into a transport and logistics company with a transfer from line transportation services to multimodal logistics chains. That’s what the goal of purchasing GEFCO was – to create a technological and organisational base for the development of complex logistics services. This company has unique competences allowing development of 3PL/4PL services efficiently at the Russian market.
A move to multimodality is required by our ambition to meet the requirements of the international market. A result of the interaction of the railway with other transport modes will be new complex products to fulfill a wide range of clients’ needs. For example, we have already organised complex multimodal door-to-door transportation of metal products made by TC EvrazHolding from the Smychka railway station (the consignor is Evraz NTMK) via the Sassnitz port to the Ostrava railway station (Czech Republic) for Evraz Vitkovitse Steel. Naturally, these technologies require adaptation and enhancement of the standard and legal base, but the most important thing is that they must provide a transfer to a new level of logistics services, and the integration of RZD holding company into the global transport system.
In the framework of the creation of the Common Economic Space and Russia joining the WTO, work is underway to organise piggyback transport services, which will contribute to an increase in the competitiveness of national producers. Being an infrastructural company, RZD considers that its objective is the creation of the right technical conditions for generation of new business on the 1520 space.
The results of research carried out by RZD and a series of pilot journeys of piggyback trains on the Helsinki – St Petersburg – Moscow route created the prerequisites for the launch of regular piggyback transportation in the short term. Therefore, the company is ready to act as a system integrator in the phase of the start-up of a new business in cooperation with road carriers.
– A number of European railway companies buy cargo automobile transport to provide complex services to cargo owners. Is RZD looking into it, especially if we take into account the redirection of a significant part of cargo to road transport?
– Firstly, one should understand that Russia’s main difference from Europe is the distance of transportation. Even the longest routes in Europe are measured in hours (if not to take into account loading/unloading operations, etc.), and in Russia – in thousands of kilometers and several days of journey time. Secondly, the sectors of road and railway transportation have systemic differences. Road transporters are not engaged in infrastructure maintenance, and do not suffer expenditure because of it. Construction of new motorways is funded from public sources, and road transporters have no need to include into tariffs the investment component for infrastructure development. Their tariffs are not regulated by the state, so road transporters have more freedom in profit margins than railway operators. Naturally, all these factors are not in favour of railway transportation, the cost of which must take into account all the things mentioned above.
Thirdly, the fleet of cargo vehicles for public road transport enterprises is characterised by a significant wear and non-optimal structure. In 2010, 73% of the fleet of cargo vehicles was completely amortised, their average age exceeded 10 years. Therefore, road transporters can set tariffs at practically price dumping level, which in line with the lack of infrastructural payment allows redirecting cargoes from railways to motorways. Simultaneously, it causes a higher accident risk, impacts environmental conditions, and reduces the investment opportunities of road transporters to renew their automobile fleet and optimise its structure. A possible way out is limiting the use of cargo vehicles, the age of which significantly exceeds the amortisation period, and implementing obligatory recycling of old trucks.
Despite tough competition in the road transport market, it is reasonable for RZD to participate in it, because there is a serious potential for growth, and new types of services will allow creation of efficient schemes of “door-to-door” and “just in time” services. Use of road transport in the “last mile” sector and in cases, when there are no railway tracks, is of vital importance for better fulfillment of clients’ needs.
RZD holding company has a significant background in this sphere, including the competencies of GEFCO: multimodal logistics technologies and capacities, IT-solutions, providing an efficient model of interaction between a 3PL/4PL-logistics company and a road transporter, and the experience of interaction between railways and other transport modes at multimodal transportation.
Therefore, we see the necessity and are examining opportunities for entering the road transport market in those segments, which do not compete with our main business, but complement it. However, this requires coordinated actions of all parties, including the state. In early 2013, RZD submitted to the RF Government its offers about measures needed for balancing cargo flows in Russia and redirecting a part of it from road transport to railways. Everyone will benefit from it, because this will help decongest road border crossings (and the situation at many of them is critical), and load the railway infrastructure levelly, especially at long-distance transportation.
– Is the interest of RZD in privatised shareholdings in ports high? Is such investment efficient?
– Ports are important infrastructural organisations linking the national transport system with the transport systems of other countries. The success of transport companies and consignors, and stable development of some industries in regions with a significant export potential depends on the efficiency of ports. Increasing exports contributes to gaining additional receipts by RZD.
The holding company has stakes in such managing companies as Ust-Luga Company and Murmansk Transport Hub. Also, our subsidiary Black Sea Ferries actively uses the ports of Kavkaz, Ust-Luga, and Baltiysk for functioning of railway ferries on the Black Sea and the Baltic Sea. We have plans to develop the automobile-railway ferry terminal in the Ust-Luga port, including redirection of a part of the international cargo flow to ferries operating in the Baltic Sea region.
Purchase of sea ports is not the ultimate goal: RZD remains a transport company, and it is not going to become a stevedore. One should not forget, however, that the development and modernisation of ports must match the development of railways and public infrastructure, and for that we need an opportunity to explain our position to port authorities. That’s why we need to participate in the capital or administration of this or that port or some terminals. The strategic goals of RZD holding company are as follows: the creation of an efficient technology for operational interaction, an enhancement of the technology of cargo transportation/handling/storing; the coordination of the strategy of the development of a port and approaches to it; the development of a balanced tariff rate; a quicker payback period for investment in railway approaches to ports.
We are especially interested in ports, where it is possible to gain maximum synergy from the interaction of railways and sea transport. In some cases this objective can be achieved through the creation of terminal and logistics centres, providing technological integration and coordinated interaction between sea ports and railways. ®
Interviewed by Elena Ushkova
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[~PREVIEW_TEXT] => The strategy of RZD holding company envisages enlargement of the range
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[SECTION_META_DESCRIPTION] => <p>The strategy of RZD holding company envisages enlargement of the range<br />
of transport services and mastering new geographical areas. Vadim Morozov, First Vice President of RZD, talks about the company’s main business focus and prospective development projects.</p>
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of transport services and mastering new geographical areas. Vadim Morozov, First Vice President of RZD, talks about the company’s main business focus and prospective development projects.</p>
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[DETAIL_TEXT] => Basis for Integration
– Mr Morozov, how will GEFCO logistics company, purchased by RZD in 2012, be integrated in the structure of the holding company?
– This is a very important process: it will impact on the efficiency of GEFCO in the new market environment and its interaction with other subsidiaries of RZD. The integration process usually lasts up to one year. The work is carried out in accordance with a special plan and affects all activities within the company – from strategy and business development to personnel matters and public relations. To coordinate these processes and control their timely implementation, RZD launched an integrating office, headed by the company’s Vice President Salman Babayev. We believe that the logistics technologies of GEFCO and its synergy with other subsidiaries of RZD will help to better meet the needs of the present-day market.
– Last year RZD initiated the creation of a single logistics operator on a parity basis with Kazakhstan and Belarus (United Transport and Logistics Company, UTLC). It was based on the idea of uniting railway container operators and terminals, and coordinating the management of these assets throughout the whole area of the Common Economic Space (CES). What phase is the project now in?
– The establishment of OTLC was designed to create the transport basis for the integration of Russia, Belarus, and Kazakhstan into the framework of the CES. Smoothing of customs barriers, better transparency and reliability of transportation in Russia, Belarus, and Kazakhstan will help bring to the market additional volumes of containerised freight. National railway companies will receive additional revenue from the use of the infrastructure and dividends from their shares in OTLC.
Shareholders will manage the company on a parity basis, therefore OTLC will receive full co-operation in the spheres of customs and tariff policy. Also, it will stimulate implementation of universal standards of transport and logistics services, transportation technologies, and the payment system in the CES. All this will increase the attractiveness of services offered to cargo owners and strengthen the position of Russian Railways holding company in its negotiations with foreign partners.
At the end of last year, RZD prepared a business plan for the integrated company, which is now being adjusted by state bodies of the CES member states. The business model of OTLC envisages a vertical integration of the profile assets of the national railway companies of the three countries, including rolling stock, containers, terminal capacities, and informational systems. This step is needed to provide the necessary scale of business to greatly expand the amount of international containerised cargo transportation, including those carried as transit via the CES. According to our experts’ estimations, the united company will be able to transport a significant part of exports from China to Europe, including high-tech cargoes (electronics and equipment) through redirection from the sea transport.
It is too early to speak about any definite deadline for the decision making, because we have a long process of project adjustment ahead. At the same time, one should realise that the plans should be put into practice as soon as possible amid Russia joining the WTO and constantly increasing demand from businesess for transport services.
Scale of Business
– What are the basic directions for the development of RZD’s subsidiaries and affiliated companies – TransContainer, RZD-Logistics, and FPC-Logistics, according to the holding company’s plans to increase its presence at the market for complex transport services?
– In January 2013, the Board of Directors of TransContainer approved the company’s development strategy till 2020. The strategic goal – to increase capitalisation through expanding the scale and efficiency of the business – was confirmed together with the target business model of a vertically integrated transport and logistics company in the container transportation sector. The strategy of TransContainer envisages keeping the leading position in the growing market of railway container transportation; optimisation of the terminal business taking into account the outlook for the freight base development; and the ongoing withdrawal of medium-capacity containers from Russian Railways’ network; and implementation of measures for the increase in the company’s operating efficiency.
In summer 2012 RZD-Logistics approved its draft strategy till 2020 covering the development of existing activities and the launch of new businesses with Russian and foreign partners to get control over additional cargo flows on Asian, European, and Russian markets. The strategy of RZD Logistics envisages the development of the following business lines:
• forwarding services during cargo transportation via all transport corridors by all transport modes;
• transit transportation on the 1520 space;
• transportation of wagonloads in the framework of RZD-Express project;
• complex logistics for Russian companies;
• development of existing subsidiaries: Euro Rail Trans (Latvia), YuXinOu (China), Far East Land Bridge (FELB).
FPC-Logistics operates in the segment of transportation of less-than-carload freight (cargo baggage). The company’s market share must exceed 20% by 2015. Plans for sweeping the market of less-than-carload freight transportation in baggage wagons are explained by the company’s ambition to meet present-day standards of transport-forwarding and logistics services market. This type of transportation is widely spread, so a competitive company must have such operating advantages as accurate and simple services. FPC-Logistics constantly expands its presence, improves logistics services for cargo baggage transportation by railway and road haulage. Today, it offers multiple solutions for cargo transportation at a different speed and at a different cost of delivery in Russia. Automobile forwarding services, in which road transport companies participate, allow provision of “door-to-door” transportation.
The current barriers to less-than-carload freight are supposed to be removed by creating multimodal terminal and warehousing complexes engaged in servicing cargo baggage in places of origin and distribution of cargo flows (Novosibirsk, Yekaterinburg, Vladivostok, Moscow, etc.). This will help optimise clients’ expenditure, reducing it by 20-30%, and create the basis for highly-profitable services in the terminal-warehousing sector (sorting, packing, secure storage, etc.).
Therefore, having effectively distributed market sectors between subsidiaries, we can avoid conflicting interests and internal competition. Amplifying each others’ opportunities, they will make an efficient transport and logistics service, thus strengthening the market position of RZD holding company.
– Please, tell us more about plans for the development of RZD’s terminal and warehousing complex.
– It is one of our priorities, assisting us to reach our strategic objectives. The creation of the transport and logistics business division envisages the reform of the present-day system of control over the terminal and warehousing complex.
The Concept of Creating Terminal and Logistics Centers (TLC) in the RF has been approved. It envisages that a network of facilities of three classes will be created – railway ports, terminal and logistics centres, and satellites. TLCs will be built in the key places of Russian Railways’ network. To form the transport and logistics network, we will use system solutions to organise the activity of centres and build transport links between them.
The complex project envisages two phases of the construction of facilities and putting them in operation. Firstly, it is planned to create the basic network consisting of ten core TLCs in places of origin and delivery of cargo flows in Russia, and to form the transport and IT infrastructure needed for the future network of TLCs. The launch of the basic network will be a stimulus for potential investors and will cause a sort of a chain reaction for carrying out projects of priority TLCs in regions. In the future, if the market situation is favourable, second-phase facilities will be built.
The benefits of the TLC network will be the development of the logistics services market, higher efficiency within the national transport system of Russia, and expansion of the scale of transportation business (the TLC network will attract additional 100-120 million tons of cargo to the railway transport), a decline in the cost and price, enhanced efficiency of investment activity, and optimisation of RZD’s loading infrastructure. Today, a number of top-priority projects for the development of transport and logistics infrastructure are being carried out. For example, in the Moscow region there is the pilot project of TLC Bely Rast. Our strategic partner Deutsche Bahn AG takes an active part in the project. Design documentation for the construction will be developed in 2013, and construction and installation works will be underway at the first complex at that time. Architectural-planning, design, and construction and installation works are underway for the reconstruction of marshalling yards at the Kuntsevo-2 and Shushary railway stations, and the TLCs “Grodekovo” and “Yekaterinburg”. The successful fulfillment of a project greatly depends on the attraction of sufficient investment from different funding sources. Our experts developed an investment proposal for the project and work is currently under way to attract private investors.
The creation of the TLC network is a national project for forming terminal and logistics infrastructure in accordance with the scenario of innovative development. Efficient implementation of plans will depend on the interaction of business with federal and regional authorities. The reason for the insufficient development of the railway network and transport and logistics infrastructure of Russia is the lack of investment. It is a burning question for RZD.
Moving to Multimodality
– How does RZD plan to develop door-to-door transportation using multimodal technologies?
– The formation and provision of sophisticated services for consignors is an essential stage in the process of RZD’s transformation into a transport and logistics company with a transfer from line transportation services to multimodal logistics chains. That’s what the goal of purchasing GEFCO was – to create a technological and organisational base for the development of complex logistics services. This company has unique competences allowing development of 3PL/4PL services efficiently at the Russian market.
A move to multimodality is required by our ambition to meet the requirements of the international market. A result of the interaction of the railway with other transport modes will be new complex products to fulfill a wide range of clients’ needs. For example, we have already organised complex multimodal door-to-door transportation of metal products made by TC EvrazHolding from the Smychka railway station (the consignor is Evraz NTMK) via the Sassnitz port to the Ostrava railway station (Czech Republic) for Evraz Vitkovitse Steel. Naturally, these technologies require adaptation and enhancement of the standard and legal base, but the most important thing is that they must provide a transfer to a new level of logistics services, and the integration of RZD holding company into the global transport system.
In the framework of the creation of the Common Economic Space and Russia joining the WTO, work is underway to organise piggyback transport services, which will contribute to an increase in the competitiveness of national producers. Being an infrastructural company, RZD considers that its objective is the creation of the right technical conditions for generation of new business on the 1520 space.
The results of research carried out by RZD and a series of pilot journeys of piggyback trains on the Helsinki – St Petersburg – Moscow route created the prerequisites for the launch of regular piggyback transportation in the short term. Therefore, the company is ready to act as a system integrator in the phase of the start-up of a new business in cooperation with road carriers.
– A number of European railway companies buy cargo automobile transport to provide complex services to cargo owners. Is RZD looking into it, especially if we take into account the redirection of a significant part of cargo to road transport?
– Firstly, one should understand that Russia’s main difference from Europe is the distance of transportation. Even the longest routes in Europe are measured in hours (if not to take into account loading/unloading operations, etc.), and in Russia – in thousands of kilometers and several days of journey time. Secondly, the sectors of road and railway transportation have systemic differences. Road transporters are not engaged in infrastructure maintenance, and do not suffer expenditure because of it. Construction of new motorways is funded from public sources, and road transporters have no need to include into tariffs the investment component for infrastructure development. Their tariffs are not regulated by the state, so road transporters have more freedom in profit margins than railway operators. Naturally, all these factors are not in favour of railway transportation, the cost of which must take into account all the things mentioned above.
Thirdly, the fleet of cargo vehicles for public road transport enterprises is characterised by a significant wear and non-optimal structure. In 2010, 73% of the fleet of cargo vehicles was completely amortised, their average age exceeded 10 years. Therefore, road transporters can set tariffs at practically price dumping level, which in line with the lack of infrastructural payment allows redirecting cargoes from railways to motorways. Simultaneously, it causes a higher accident risk, impacts environmental conditions, and reduces the investment opportunities of road transporters to renew their automobile fleet and optimise its structure. A possible way out is limiting the use of cargo vehicles, the age of which significantly exceeds the amortisation period, and implementing obligatory recycling of old trucks.
Despite tough competition in the road transport market, it is reasonable for RZD to participate in it, because there is a serious potential for growth, and new types of services will allow creation of efficient schemes of “door-to-door” and “just in time” services. Use of road transport in the “last mile” sector and in cases, when there are no railway tracks, is of vital importance for better fulfillment of clients’ needs.
RZD holding company has a significant background in this sphere, including the competencies of GEFCO: multimodal logistics technologies and capacities, IT-solutions, providing an efficient model of interaction between a 3PL/4PL-logistics company and a road transporter, and the experience of interaction between railways and other transport modes at multimodal transportation.
Therefore, we see the necessity and are examining opportunities for entering the road transport market in those segments, which do not compete with our main business, but complement it. However, this requires coordinated actions of all parties, including the state. In early 2013, RZD submitted to the RF Government its offers about measures needed for balancing cargo flows in Russia and redirecting a part of it from road transport to railways. Everyone will benefit from it, because this will help decongest road border crossings (and the situation at many of them is critical), and load the railway infrastructure levelly, especially at long-distance transportation.
– Is the interest of RZD in privatised shareholdings in ports high? Is such investment efficient?
– Ports are important infrastructural organisations linking the national transport system with the transport systems of other countries. The success of transport companies and consignors, and stable development of some industries in regions with a significant export potential depends on the efficiency of ports. Increasing exports contributes to gaining additional receipts by RZD.
The holding company has stakes in such managing companies as Ust-Luga Company and Murmansk Transport Hub. Also, our subsidiary Black Sea Ferries actively uses the ports of Kavkaz, Ust-Luga, and Baltiysk for functioning of railway ferries on the Black Sea and the Baltic Sea. We have plans to develop the automobile-railway ferry terminal in the Ust-Luga port, including redirection of a part of the international cargo flow to ferries operating in the Baltic Sea region.
Purchase of sea ports is not the ultimate goal: RZD remains a transport company, and it is not going to become a stevedore. One should not forget, however, that the development and modernisation of ports must match the development of railways and public infrastructure, and for that we need an opportunity to explain our position to port authorities. That’s why we need to participate in the capital or administration of this or that port or some terminals. The strategic goals of RZD holding company are as follows: the creation of an efficient technology for operational interaction, an enhancement of the technology of cargo transportation/handling/storing; the coordination of the strategy of the development of a port and approaches to it; the development of a balanced tariff rate; a quicker payback period for investment in railway approaches to ports.
We are especially interested in ports, where it is possible to gain maximum synergy from the interaction of railways and sea transport. In some cases this objective can be achieved through the creation of terminal and logistics centres, providing technological integration and coordinated interaction between sea ports and railways. ®
Interviewed by Elena Ushkova
[~DETAIL_TEXT] => Basis for Integration
– Mr Morozov, how will GEFCO logistics company, purchased by RZD in 2012, be integrated in the structure of the holding company?
– This is a very important process: it will impact on the efficiency of GEFCO in the new market environment and its interaction with other subsidiaries of RZD. The integration process usually lasts up to one year. The work is carried out in accordance with a special plan and affects all activities within the company – from strategy and business development to personnel matters and public relations. To coordinate these processes and control their timely implementation, RZD launched an integrating office, headed by the company’s Vice President Salman Babayev. We believe that the logistics technologies of GEFCO and its synergy with other subsidiaries of RZD will help to better meet the needs of the present-day market.
– Last year RZD initiated the creation of a single logistics operator on a parity basis with Kazakhstan and Belarus (United Transport and Logistics Company, UTLC). It was based on the idea of uniting railway container operators and terminals, and coordinating the management of these assets throughout the whole area of the Common Economic Space (CES). What phase is the project now in?
– The establishment of OTLC was designed to create the transport basis for the integration of Russia, Belarus, and Kazakhstan into the framework of the CES. Smoothing of customs barriers, better transparency and reliability of transportation in Russia, Belarus, and Kazakhstan will help bring to the market additional volumes of containerised freight. National railway companies will receive additional revenue from the use of the infrastructure and dividends from their shares in OTLC.
Shareholders will manage the company on a parity basis, therefore OTLC will receive full co-operation in the spheres of customs and tariff policy. Also, it will stimulate implementation of universal standards of transport and logistics services, transportation technologies, and the payment system in the CES. All this will increase the attractiveness of services offered to cargo owners and strengthen the position of Russian Railways holding company in its negotiations with foreign partners.
At the end of last year, RZD prepared a business plan for the integrated company, which is now being adjusted by state bodies of the CES member states. The business model of OTLC envisages a vertical integration of the profile assets of the national railway companies of the three countries, including rolling stock, containers, terminal capacities, and informational systems. This step is needed to provide the necessary scale of business to greatly expand the amount of international containerised cargo transportation, including those carried as transit via the CES. According to our experts’ estimations, the united company will be able to transport a significant part of exports from China to Europe, including high-tech cargoes (electronics and equipment) through redirection from the sea transport.
It is too early to speak about any definite deadline for the decision making, because we have a long process of project adjustment ahead. At the same time, one should realise that the plans should be put into practice as soon as possible amid Russia joining the WTO and constantly increasing demand from businesess for transport services.
Scale of Business
– What are the basic directions for the development of RZD’s subsidiaries and affiliated companies – TransContainer, RZD-Logistics, and FPC-Logistics, according to the holding company’s plans to increase its presence at the market for complex transport services?
– In January 2013, the Board of Directors of TransContainer approved the company’s development strategy till 2020. The strategic goal – to increase capitalisation through expanding the scale and efficiency of the business – was confirmed together with the target business model of a vertically integrated transport and logistics company in the container transportation sector. The strategy of TransContainer envisages keeping the leading position in the growing market of railway container transportation; optimisation of the terminal business taking into account the outlook for the freight base development; and the ongoing withdrawal of medium-capacity containers from Russian Railways’ network; and implementation of measures for the increase in the company’s operating efficiency.
In summer 2012 RZD-Logistics approved its draft strategy till 2020 covering the development of existing activities and the launch of new businesses with Russian and foreign partners to get control over additional cargo flows on Asian, European, and Russian markets. The strategy of RZD Logistics envisages the development of the following business lines:
• forwarding services during cargo transportation via all transport corridors by all transport modes;
• transit transportation on the 1520 space;
• transportation of wagonloads in the framework of RZD-Express project;
• complex logistics for Russian companies;
• development of existing subsidiaries: Euro Rail Trans (Latvia), YuXinOu (China), Far East Land Bridge (FELB).
FPC-Logistics operates in the segment of transportation of less-than-carload freight (cargo baggage). The company’s market share must exceed 20% by 2015. Plans for sweeping the market of less-than-carload freight transportation in baggage wagons are explained by the company’s ambition to meet present-day standards of transport-forwarding and logistics services market. This type of transportation is widely spread, so a competitive company must have such operating advantages as accurate and simple services. FPC-Logistics constantly expands its presence, improves logistics services for cargo baggage transportation by railway and road haulage. Today, it offers multiple solutions for cargo transportation at a different speed and at a different cost of delivery in Russia. Automobile forwarding services, in which road transport companies participate, allow provision of “door-to-door” transportation.
The current barriers to less-than-carload freight are supposed to be removed by creating multimodal terminal and warehousing complexes engaged in servicing cargo baggage in places of origin and distribution of cargo flows (Novosibirsk, Yekaterinburg, Vladivostok, Moscow, etc.). This will help optimise clients’ expenditure, reducing it by 20-30%, and create the basis for highly-profitable services in the terminal-warehousing sector (sorting, packing, secure storage, etc.).
Therefore, having effectively distributed market sectors between subsidiaries, we can avoid conflicting interests and internal competition. Amplifying each others’ opportunities, they will make an efficient transport and logistics service, thus strengthening the market position of RZD holding company.
– Please, tell us more about plans for the development of RZD’s terminal and warehousing complex.
– It is one of our priorities, assisting us to reach our strategic objectives. The creation of the transport and logistics business division envisages the reform of the present-day system of control over the terminal and warehousing complex.
The Concept of Creating Terminal and Logistics Centers (TLC) in the RF has been approved. It envisages that a network of facilities of three classes will be created – railway ports, terminal and logistics centres, and satellites. TLCs will be built in the key places of Russian Railways’ network. To form the transport and logistics network, we will use system solutions to organise the activity of centres and build transport links between them.
The complex project envisages two phases of the construction of facilities and putting them in operation. Firstly, it is planned to create the basic network consisting of ten core TLCs in places of origin and delivery of cargo flows in Russia, and to form the transport and IT infrastructure needed for the future network of TLCs. The launch of the basic network will be a stimulus for potential investors and will cause a sort of a chain reaction for carrying out projects of priority TLCs in regions. In the future, if the market situation is favourable, second-phase facilities will be built.
The benefits of the TLC network will be the development of the logistics services market, higher efficiency within the national transport system of Russia, and expansion of the scale of transportation business (the TLC network will attract additional 100-120 million tons of cargo to the railway transport), a decline in the cost and price, enhanced efficiency of investment activity, and optimisation of RZD’s loading infrastructure. Today, a number of top-priority projects for the development of transport and logistics infrastructure are being carried out. For example, in the Moscow region there is the pilot project of TLC Bely Rast. Our strategic partner Deutsche Bahn AG takes an active part in the project. Design documentation for the construction will be developed in 2013, and construction and installation works will be underway at the first complex at that time. Architectural-planning, design, and construction and installation works are underway for the reconstruction of marshalling yards at the Kuntsevo-2 and Shushary railway stations, and the TLCs “Grodekovo” and “Yekaterinburg”. The successful fulfillment of a project greatly depends on the attraction of sufficient investment from different funding sources. Our experts developed an investment proposal for the project and work is currently under way to attract private investors.
The creation of the TLC network is a national project for forming terminal and logistics infrastructure in accordance with the scenario of innovative development. Efficient implementation of plans will depend on the interaction of business with federal and regional authorities. The reason for the insufficient development of the railway network and transport and logistics infrastructure of Russia is the lack of investment. It is a burning question for RZD.
Moving to Multimodality
– How does RZD plan to develop door-to-door transportation using multimodal technologies?
– The formation and provision of sophisticated services for consignors is an essential stage in the process of RZD’s transformation into a transport and logistics company with a transfer from line transportation services to multimodal logistics chains. That’s what the goal of purchasing GEFCO was – to create a technological and organisational base for the development of complex logistics services. This company has unique competences allowing development of 3PL/4PL services efficiently at the Russian market.
A move to multimodality is required by our ambition to meet the requirements of the international market. A result of the interaction of the railway with other transport modes will be new complex products to fulfill a wide range of clients’ needs. For example, we have already organised complex multimodal door-to-door transportation of metal products made by TC EvrazHolding from the Smychka railway station (the consignor is Evraz NTMK) via the Sassnitz port to the Ostrava railway station (Czech Republic) for Evraz Vitkovitse Steel. Naturally, these technologies require adaptation and enhancement of the standard and legal base, but the most important thing is that they must provide a transfer to a new level of logistics services, and the integration of RZD holding company into the global transport system.
In the framework of the creation of the Common Economic Space and Russia joining the WTO, work is underway to organise piggyback transport services, which will contribute to an increase in the competitiveness of national producers. Being an infrastructural company, RZD considers that its objective is the creation of the right technical conditions for generation of new business on the 1520 space.
The results of research carried out by RZD and a series of pilot journeys of piggyback trains on the Helsinki – St Petersburg – Moscow route created the prerequisites for the launch of regular piggyback transportation in the short term. Therefore, the company is ready to act as a system integrator in the phase of the start-up of a new business in cooperation with road carriers.
– A number of European railway companies buy cargo automobile transport to provide complex services to cargo owners. Is RZD looking into it, especially if we take into account the redirection of a significant part of cargo to road transport?
– Firstly, one should understand that Russia’s main difference from Europe is the distance of transportation. Even the longest routes in Europe are measured in hours (if not to take into account loading/unloading operations, etc.), and in Russia – in thousands of kilometers and several days of journey time. Secondly, the sectors of road and railway transportation have systemic differences. Road transporters are not engaged in infrastructure maintenance, and do not suffer expenditure because of it. Construction of new motorways is funded from public sources, and road transporters have no need to include into tariffs the investment component for infrastructure development. Their tariffs are not regulated by the state, so road transporters have more freedom in profit margins than railway operators. Naturally, all these factors are not in favour of railway transportation, the cost of which must take into account all the things mentioned above.
Thirdly, the fleet of cargo vehicles for public road transport enterprises is characterised by a significant wear and non-optimal structure. In 2010, 73% of the fleet of cargo vehicles was completely amortised, their average age exceeded 10 years. Therefore, road transporters can set tariffs at practically price dumping level, which in line with the lack of infrastructural payment allows redirecting cargoes from railways to motorways. Simultaneously, it causes a higher accident risk, impacts environmental conditions, and reduces the investment opportunities of road transporters to renew their automobile fleet and optimise its structure. A possible way out is limiting the use of cargo vehicles, the age of which significantly exceeds the amortisation period, and implementing obligatory recycling of old trucks.
Despite tough competition in the road transport market, it is reasonable for RZD to participate in it, because there is a serious potential for growth, and new types of services will allow creation of efficient schemes of “door-to-door” and “just in time” services. Use of road transport in the “last mile” sector and in cases, when there are no railway tracks, is of vital importance for better fulfillment of clients’ needs.
RZD holding company has a significant background in this sphere, including the competencies of GEFCO: multimodal logistics technologies and capacities, IT-solutions, providing an efficient model of interaction between a 3PL/4PL-logistics company and a road transporter, and the experience of interaction between railways and other transport modes at multimodal transportation.
Therefore, we see the necessity and are examining opportunities for entering the road transport market in those segments, which do not compete with our main business, but complement it. However, this requires coordinated actions of all parties, including the state. In early 2013, RZD submitted to the RF Government its offers about measures needed for balancing cargo flows in Russia and redirecting a part of it from road transport to railways. Everyone will benefit from it, because this will help decongest road border crossings (and the situation at many of them is critical), and load the railway infrastructure levelly, especially at long-distance transportation.
– Is the interest of RZD in privatised shareholdings in ports high? Is such investment efficient?
– Ports are important infrastructural organisations linking the national transport system with the transport systems of other countries. The success of transport companies and consignors, and stable development of some industries in regions with a significant export potential depends on the efficiency of ports. Increasing exports contributes to gaining additional receipts by RZD.
The holding company has stakes in such managing companies as Ust-Luga Company and Murmansk Transport Hub. Also, our subsidiary Black Sea Ferries actively uses the ports of Kavkaz, Ust-Luga, and Baltiysk for functioning of railway ferries on the Black Sea and the Baltic Sea. We have plans to develop the automobile-railway ferry terminal in the Ust-Luga port, including redirection of a part of the international cargo flow to ferries operating in the Baltic Sea region.
Purchase of sea ports is not the ultimate goal: RZD remains a transport company, and it is not going to become a stevedore. One should not forget, however, that the development and modernisation of ports must match the development of railways and public infrastructure, and for that we need an opportunity to explain our position to port authorities. That’s why we need to participate in the capital or administration of this or that port or some terminals. The strategic goals of RZD holding company are as follows: the creation of an efficient technology for operational interaction, an enhancement of the technology of cargo transportation/handling/storing; the coordination of the strategy of the development of a port and approaches to it; the development of a balanced tariff rate; a quicker payback period for investment in railway approaches to ports.
We are especially interested in ports, where it is possible to gain maximum synergy from the interaction of railways and sea transport. In some cases this objective can be achieved through the creation of terminal and logistics centres, providing technological integration and coordinated interaction between sea ports and railways. ®
Interviewed by Elena Ushkova
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Russian economy is in a slowdown mode which affects rail freight traffic. The first quarter 2013 saw a decline in loading volumes 4.1% on a year-to-year basis (p. 11). The Ministry for Economic Development issued negative forecasts for 2013 regarding industrial output so this year RZD and private rail operators should take measures on savings and optimization of business processes.
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[DETAIL_TEXT] => Russian economy is in a slowdown mode which affects rail freight traffic. The first quarter 2013 saw a decline in loading volumes 4.1% on a year-to-year basis (p. 11). The Ministry for Economic Development issued negative forecasts for 2013 regarding industrial output so this year RZD and private rail operators should take measures on savings and optimization of business processes.
RZD is taking steps to reduce costs and enhance performance, the private companies refused initial plans on buying new rolling stock. In 2012, Russian companies bought more than 90,000 cargo railcars. At the end of the year there was a decline in demand, especially in the gondola wagon sector. The reasons for this were the surplus of universal railcars, and prices for the service of providing wagons for transportation, which halved. The situation is even more critical in Ukraine. In 2012, the production volume there fell by 10.3% to 47,000 cargo wagons. In December, the decline was 43.6%. And the outlook is negative. Taking into account the escalating competition, Russian wagon building companies will lobby their interests for the Russian market to prefer products made in the RF (pp. 48-50).
Slowing of freight traffic was caused by falling demand for goods. Russian Railways expects the downturn will be only temporary and that it will be possible to reverse the negative trend through the company’s investment programme and the support it is receiving.
At the same time it’s not a crisis and it’s not the time to focus wholly on a day-to-day survival. RZD is going to become a logistics holding that provides not only transportation from A to B, but a door-to-door supply chain management. The strategy of RZD envisages enlargement of the range of transport services and mastering new geographical areas (pp. 6-9).
One of the steps taken towards this aim is the acquisition of GEFCO. Now RZD is integrating the company. The integration process usually lasts up to one year. The work is carried out in accordance with a special plan and affects all activities within the company – from strategy and business development to personnel matters and public relations. To coordinate these processes and control their timely implementation, RZD launched an integrating office, headed by the company’s Vice President Salman Babayev.
GEFCO’s CEO Luc Nadal in his exclusive interview with our magazine said that “the change in the shareholder structure is a very good opportunity for GEFCO for several reasons. RZD is a shareholder with a very solid financial base that has invested for the long-term. It will allow GEFCO to continue with its international development plans”. Further Mr Nadal notes that GEFCO’s new competitive advantage is that it belongs to RZD, a crucial company for the Russian economy that interacts with most of Russia’s manufacturers and has many assets which are useful for developing our activity: plots of land for car fleets for our clients, warehouses so we can organise temporary storage, terminals and of course resources necessary for rail transportation” (pp. 45-47).
Another track for development is the design and production of innovative wagons. The order of the Federal Tariff Service, setting the mechanism of tariff regulation for the use of cargo railcars with better functional characteristics, has been approved and now it is being registered by the Ministry of Justice. It seems, at last there will appear real mechanisms stimulating the demand for innovative machinery in the Russian railway machine building market. A number of companies, especially big ones, say that they are interested in adding such railcars to their fleet and welcome implementation of such tariff mechanisms. Meanwhile, some of their colleagues have doubts that in pursuit of customers, producers can fulfill new requirements pro forma (pp. 52-53).
[~DETAIL_TEXT] => Russian economy is in a slowdown mode which affects rail freight traffic. The first quarter 2013 saw a decline in loading volumes 4.1% on a year-to-year basis (p. 11). The Ministry for Economic Development issued negative forecasts for 2013 regarding industrial output so this year RZD and private rail operators should take measures on savings and optimization of business processes.
RZD is taking steps to reduce costs and enhance performance, the private companies refused initial plans on buying new rolling stock. In 2012, Russian companies bought more than 90,000 cargo railcars. At the end of the year there was a decline in demand, especially in the gondola wagon sector. The reasons for this were the surplus of universal railcars, and prices for the service of providing wagons for transportation, which halved. The situation is even more critical in Ukraine. In 2012, the production volume there fell by 10.3% to 47,000 cargo wagons. In December, the decline was 43.6%. And the outlook is negative. Taking into account the escalating competition, Russian wagon building companies will lobby their interests for the Russian market to prefer products made in the RF (pp. 48-50).
Slowing of freight traffic was caused by falling demand for goods. Russian Railways expects the downturn will be only temporary and that it will be possible to reverse the negative trend through the company’s investment programme and the support it is receiving.
At the same time it’s not a crisis and it’s not the time to focus wholly on a day-to-day survival. RZD is going to become a logistics holding that provides not only transportation from A to B, but a door-to-door supply chain management. The strategy of RZD envisages enlargement of the range of transport services and mastering new geographical areas (pp. 6-9).
One of the steps taken towards this aim is the acquisition of GEFCO. Now RZD is integrating the company. The integration process usually lasts up to one year. The work is carried out in accordance with a special plan and affects all activities within the company – from strategy and business development to personnel matters and public relations. To coordinate these processes and control their timely implementation, RZD launched an integrating office, headed by the company’s Vice President Salman Babayev.
GEFCO’s CEO Luc Nadal in his exclusive interview with our magazine said that “the change in the shareholder structure is a very good opportunity for GEFCO for several reasons. RZD is a shareholder with a very solid financial base that has invested for the long-term. It will allow GEFCO to continue with its international development plans”. Further Mr Nadal notes that GEFCO’s new competitive advantage is that it belongs to RZD, a crucial company for the Russian economy that interacts with most of Russia’s manufacturers and has many assets which are useful for developing our activity: plots of land for car fleets for our clients, warehouses so we can organise temporary storage, terminals and of course resources necessary for rail transportation” (pp. 45-47).
Another track for development is the design and production of innovative wagons. The order of the Federal Tariff Service, setting the mechanism of tariff regulation for the use of cargo railcars with better functional characteristics, has been approved and now it is being registered by the Ministry of Justice. It seems, at last there will appear real mechanisms stimulating the demand for innovative machinery in the Russian railway machine building market. A number of companies, especially big ones, say that they are interested in adding such railcars to their fleet and welcome implementation of such tariff mechanisms. Meanwhile, some of their colleagues have doubts that in pursuit of customers, producers can fulfill new requirements pro forma (pp. 52-53).
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[DETAIL_TEXT] => Russian economy is in a slowdown mode which affects rail freight traffic. The first quarter 2013 saw a decline in loading volumes 4.1% on a year-to-year basis (p. 11). The Ministry for Economic Development issued negative forecasts for 2013 regarding industrial output so this year RZD and private rail operators should take measures on savings and optimization of business processes.
RZD is taking steps to reduce costs and enhance performance, the private companies refused initial plans on buying new rolling stock. In 2012, Russian companies bought more than 90,000 cargo railcars. At the end of the year there was a decline in demand, especially in the gondola wagon sector. The reasons for this were the surplus of universal railcars, and prices for the service of providing wagons for transportation, which halved. The situation is even more critical in Ukraine. In 2012, the production volume there fell by 10.3% to 47,000 cargo wagons. In December, the decline was 43.6%. And the outlook is negative. Taking into account the escalating competition, Russian wagon building companies will lobby their interests for the Russian market to prefer products made in the RF (pp. 48-50).
Slowing of freight traffic was caused by falling demand for goods. Russian Railways expects the downturn will be only temporary and that it will be possible to reverse the negative trend through the company’s investment programme and the support it is receiving.
At the same time it’s not a crisis and it’s not the time to focus wholly on a day-to-day survival. RZD is going to become a logistics holding that provides not only transportation from A to B, but a door-to-door supply chain management. The strategy of RZD envisages enlargement of the range of transport services and mastering new geographical areas (pp. 6-9).
One of the steps taken towards this aim is the acquisition of GEFCO. Now RZD is integrating the company. The integration process usually lasts up to one year. The work is carried out in accordance with a special plan and affects all activities within the company – from strategy and business development to personnel matters and public relations. To coordinate these processes and control their timely implementation, RZD launched an integrating office, headed by the company’s Vice President Salman Babayev.
GEFCO’s CEO Luc Nadal in his exclusive interview with our magazine said that “the change in the shareholder structure is a very good opportunity for GEFCO for several reasons. RZD is a shareholder with a very solid financial base that has invested for the long-term. It will allow GEFCO to continue with its international development plans”. Further Mr Nadal notes that GEFCO’s new competitive advantage is that it belongs to RZD, a crucial company for the Russian economy that interacts with most of Russia’s manufacturers and has many assets which are useful for developing our activity: plots of land for car fleets for our clients, warehouses so we can organise temporary storage, terminals and of course resources necessary for rail transportation” (pp. 45-47).
Another track for development is the design and production of innovative wagons. The order of the Federal Tariff Service, setting the mechanism of tariff regulation for the use of cargo railcars with better functional characteristics, has been approved and now it is being registered by the Ministry of Justice. It seems, at last there will appear real mechanisms stimulating the demand for innovative machinery in the Russian railway machine building market. A number of companies, especially big ones, say that they are interested in adding such railcars to their fleet and welcome implementation of such tariff mechanisms. Meanwhile, some of their colleagues have doubts that in pursuit of customers, producers can fulfill new requirements pro forma (pp. 52-53).
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RZD is taking steps to reduce costs and enhance performance, the private companies refused initial plans on buying new rolling stock. In 2012, Russian companies bought more than 90,000 cargo railcars. At the end of the year there was a decline in demand, especially in the gondola wagon sector. The reasons for this were the surplus of universal railcars, and prices for the service of providing wagons for transportation, which halved. The situation is even more critical in Ukraine. In 2012, the production volume there fell by 10.3% to 47,000 cargo wagons. In December, the decline was 43.6%. And the outlook is negative. Taking into account the escalating competition, Russian wagon building companies will lobby their interests for the Russian market to prefer products made in the RF (pp. 48-50).
Slowing of freight traffic was caused by falling demand for goods. Russian Railways expects the downturn will be only temporary and that it will be possible to reverse the negative trend through the company’s investment programme and the support it is receiving.
At the same time it’s not a crisis and it’s not the time to focus wholly on a day-to-day survival. RZD is going to become a logistics holding that provides not only transportation from A to B, but a door-to-door supply chain management. The strategy of RZD envisages enlargement of the range of transport services and mastering new geographical areas (pp. 6-9).
One of the steps taken towards this aim is the acquisition of GEFCO. Now RZD is integrating the company. The integration process usually lasts up to one year. The work is carried out in accordance with a special plan and affects all activities within the company – from strategy and business development to personnel matters and public relations. To coordinate these processes and control their timely implementation, RZD launched an integrating office, headed by the company’s Vice President Salman Babayev.
GEFCO’s CEO Luc Nadal in his exclusive interview with our magazine said that “the change in the shareholder structure is a very good opportunity for GEFCO for several reasons. RZD is a shareholder with a very solid financial base that has invested for the long-term. It will allow GEFCO to continue with its international development plans”. Further Mr Nadal notes that GEFCO’s new competitive advantage is that it belongs to RZD, a crucial company for the Russian economy that interacts with most of Russia’s manufacturers and has many assets which are useful for developing our activity: plots of land for car fleets for our clients, warehouses so we can organise temporary storage, terminals and of course resources necessary for rail transportation” (pp. 45-47).
Another track for development is the design and production of innovative wagons. The order of the Federal Tariff Service, setting the mechanism of tariff regulation for the use of cargo railcars with better functional characteristics, has been approved and now it is being registered by the Ministry of Justice. It seems, at last there will appear real mechanisms stimulating the demand for innovative machinery in the Russian railway machine building market. A number of companies, especially big ones, say that they are interested in adding such railcars to their fleet and welcome implementation of such tariff mechanisms. Meanwhile, some of their colleagues have doubts that in pursuit of customers, producers can fulfill new requirements pro forma (pp. 52-53).
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[SECTION_META_DESCRIPTION] => <p>Russian economy is in a slowdown mode which affects rail freight traffic. The first quarter 2013 saw a decline in loading volumes 4.1% on a year-to-year basis (p. 11). The Ministry for Economic Development issued negative forecasts for 2013 regarding industrial output so this year RZD and private rail operators should take measures on savings and optimization of business processes.</p>
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[ELEMENT_META_KEYWORDS] => editorial
[ELEMENT_META_DESCRIPTION] => <p>Russian economy is in a slowdown mode which affects rail freight traffic. The first quarter 2013 saw a decline in loading volumes 4.1% on a year-to-year basis (p. 11). The Ministry for Economic Development issued negative forecasts for 2013 regarding industrial output so this year RZD and private rail operators should take measures on savings and optimization of business processes.</p>
[SECTION_PICTURE_FILE_ALT] => Editorial
[SECTION_PICTURE_FILE_TITLE] => Editorial
[SECTION_DETAIL_PICTURE_FILE_ALT] => Editorial
[SECTION_DETAIL_PICTURE_FILE_TITLE] => Editorial
[ELEMENT_PREVIEW_PICTURE_FILE_ALT] => Editorial
[ELEMENT_PREVIEW_PICTURE_FILE_TITLE] => Editorial
[ELEMENT_DETAIL_PICTURE_FILE_ALT] => Editorial
[ELEMENT_DETAIL_PICTURE_FILE_TITLE] => Editorial
)
)
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