III КВАРТАЛ 2022Г. - 55 баллов
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[DETAIL_TEXT] => Upgrading the Locomotive Park
The severe climate is the reason for the specific kind of machinery and equipment used on the railways in Yakutia – low temperatures and huge temperature swings cause increased wear of components and wheel-sets, which leads to a greater risk of the locomotive losing traction. One of the priorities of Railways of Yakutia is the modernisation of diesel locomotives so that they can operate in the conditions of the Far North. Sixteen mainline locomotives, and one shunting locomotive, have been upgraded already. Another three shunting locomotives are being repaired at the Kirovsky Mashzavod 1 Maya. According to the three-year investment programme, the company’s whole locomotive park is to be modernised in the next three years. Railways of Yakutia actively cooperates with Kazakhstan Temir Zholy in the field of advanced railway machinery testing in adverse climatic conditions. In 2011, a diesel locomotive TE33A №0022 Evolution series was assessed in the testing area in Yakutia. The locomotive was assembled at a plant of Locomotive Leasing Corporation (Kazakhstan) using technologies provided by General Electric. Specialists from the manufacturer, General Electric, and Mechel Trans East took part in the new locomotive testing. During this phase, the new machine made a positive impression, although some characteristics declared by the producers were not verified.
Having continued to carry out the locomotive park modernisation programme, the company was able to continue to break even. Moreover, it found ways to develop its production base. Nowadays, the building of a depot for track machine maintenance and exploitation is being constructed at the company’s expense. In 2010, the company’s volume of freight transportation grew by 34% year-on-year to 2.18 million tons.
Moving North
The railway is being extended towards the north of Yakutia year by year. The laying of railway tracks to Yakutsk (or rather to the Nizhniy Bestyah station on the opposite, right, shore of the Lena river) is to be completed before the end of 2011. Once the railway is extended to the capital of the Republic, many problems linked to providing hard-to-reach areas in the northern territory with everything they need will be solved. Another important project for Railways of Yakutia is participation in transport servicing of the Elginskoye coal deposit.
After all industrial facilities envisaged by the programme of the South Yakutia complex development are built and put into operation, transportation volumes will increase significantly and, according to forecasts, it may reach 14-15 million tons per annum. The company will have to put new capacities into operation, strengthen and upgrade power supply, network and automatic block systems. After the Tommot-Yakutsk railway line is put into operation, there will be a need for new employees. The company has already concluded agreements with institutions and the Department for Forecasting, Training and Appointment of Personnel at the Sakha Republic President’s Office. The company believes its future depends on the enlargement of cooperation with RZD – its major shareholder. This opens new opportunities for the company’s development. RZD is interested in the growth of its subsidiary’s profit, so specialists at Russian Railways are helping to solve the current problems faced by Railways of Yakutia, and to plan the company’s work in the long term.
By Andrey Lazarev
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Having continued to carry out the locomotive park modernisation programme, the company was able to continue to break even. Moreover, it found ways to develop its production base. Nowadays, the building of a depot for track machine maintenance and exploitation is being constructed at the company’s expense. In 2010, the company’s volume of freight transportation grew by 34% year-on-year to 2.18 million tons.
Moving North
The railway is being extended towards the north of Yakutia year by year. The laying of railway tracks to Yakutsk (or rather to the Nizhniy Bestyah station on the opposite, right, shore of the Lena river) is to be completed before the end of 2011. Once the railway is extended to the capital of the Republic, many problems linked to providing hard-to-reach areas in the northern territory with everything they need will be solved. Another important project for Railways of Yakutia is participation in transport servicing of the Elginskoye coal deposit.
After all industrial facilities envisaged by the programme of the South Yakutia complex development are built and put into operation, transportation volumes will increase significantly and, according to forecasts, it may reach 14-15 million tons per annum. The company will have to put new capacities into operation, strengthen and upgrade power supply, network and automatic block systems. After the Tommot-Yakutsk railway line is put into operation, there will be a need for new employees. The company has already concluded agreements with institutions and the Department for Forecasting, Training and Appointment of Personnel at the Sakha Republic President’s Office. The company believes its future depends on the enlargement of cooperation with RZD – its major shareholder. This opens new opportunities for the company’s development. RZD is interested in the growth of its subsidiary’s profit, so specialists at Russian Railways are helping to solve the current problems faced by Railways of Yakutia, and to plan the company’s work in the long term.
By Andrey Lazarev
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[DETAIL_TEXT] => Upgrading the Locomotive Park
The severe climate is the reason for the specific kind of machinery and equipment used on the railways in Yakutia – low temperatures and huge temperature swings cause increased wear of components and wheel-sets, which leads to a greater risk of the locomotive losing traction. One of the priorities of Railways of Yakutia is the modernisation of diesel locomotives so that they can operate in the conditions of the Far North. Sixteen mainline locomotives, and one shunting locomotive, have been upgraded already. Another three shunting locomotives are being repaired at the Kirovsky Mashzavod 1 Maya. According to the three-year investment programme, the company’s whole locomotive park is to be modernised in the next three years. Railways of Yakutia actively cooperates with Kazakhstan Temir Zholy in the field of advanced railway machinery testing in adverse climatic conditions. In 2011, a diesel locomotive TE33A №0022 Evolution series was assessed in the testing area in Yakutia. The locomotive was assembled at a plant of Locomotive Leasing Corporation (Kazakhstan) using technologies provided by General Electric. Specialists from the manufacturer, General Electric, and Mechel Trans East took part in the new locomotive testing. During this phase, the new machine made a positive impression, although some characteristics declared by the producers were not verified.
Having continued to carry out the locomotive park modernisation programme, the company was able to continue to break even. Moreover, it found ways to develop its production base. Nowadays, the building of a depot for track machine maintenance and exploitation is being constructed at the company’s expense. In 2010, the company’s volume of freight transportation grew by 34% year-on-year to 2.18 million tons.
Moving North
The railway is being extended towards the north of Yakutia year by year. The laying of railway tracks to Yakutsk (or rather to the Nizhniy Bestyah station on the opposite, right, shore of the Lena river) is to be completed before the end of 2011. Once the railway is extended to the capital of the Republic, many problems linked to providing hard-to-reach areas in the northern territory with everything they need will be solved. Another important project for Railways of Yakutia is participation in transport servicing of the Elginskoye coal deposit.
After all industrial facilities envisaged by the programme of the South Yakutia complex development are built and put into operation, transportation volumes will increase significantly and, according to forecasts, it may reach 14-15 million tons per annum. The company will have to put new capacities into operation, strengthen and upgrade power supply, network and automatic block systems. After the Tommot-Yakutsk railway line is put into operation, there will be a need for new employees. The company has already concluded agreements with institutions and the Department for Forecasting, Training and Appointment of Personnel at the Sakha Republic President’s Office. The company believes its future depends on the enlargement of cooperation with RZD – its major shareholder. This opens new opportunities for the company’s development. RZD is interested in the growth of its subsidiary’s profit, so specialists at Russian Railways are helping to solve the current problems faced by Railways of Yakutia, and to plan the company’s work in the long term.
By Andrey Lazarev
[~DETAIL_TEXT] => Upgrading the Locomotive Park
The severe climate is the reason for the specific kind of machinery and equipment used on the railways in Yakutia – low temperatures and huge temperature swings cause increased wear of components and wheel-sets, which leads to a greater risk of the locomotive losing traction. One of the priorities of Railways of Yakutia is the modernisation of diesel locomotives so that they can operate in the conditions of the Far North. Sixteen mainline locomotives, and one shunting locomotive, have been upgraded already. Another three shunting locomotives are being repaired at the Kirovsky Mashzavod 1 Maya. According to the three-year investment programme, the company’s whole locomotive park is to be modernised in the next three years. Railways of Yakutia actively cooperates with Kazakhstan Temir Zholy in the field of advanced railway machinery testing in adverse climatic conditions. In 2011, a diesel locomotive TE33A №0022 Evolution series was assessed in the testing area in Yakutia. The locomotive was assembled at a plant of Locomotive Leasing Corporation (Kazakhstan) using technologies provided by General Electric. Specialists from the manufacturer, General Electric, and Mechel Trans East took part in the new locomotive testing. During this phase, the new machine made a positive impression, although some characteristics declared by the producers were not verified.
Having continued to carry out the locomotive park modernisation programme, the company was able to continue to break even. Moreover, it found ways to develop its production base. Nowadays, the building of a depot for track machine maintenance and exploitation is being constructed at the company’s expense. In 2010, the company’s volume of freight transportation grew by 34% year-on-year to 2.18 million tons.
Moving North
The railway is being extended towards the north of Yakutia year by year. The laying of railway tracks to Yakutsk (or rather to the Nizhniy Bestyah station on the opposite, right, shore of the Lena river) is to be completed before the end of 2011. Once the railway is extended to the capital of the Republic, many problems linked to providing hard-to-reach areas in the northern territory with everything they need will be solved. Another important project for Railways of Yakutia is participation in transport servicing of the Elginskoye coal deposit.
After all industrial facilities envisaged by the programme of the South Yakutia complex development are built and put into operation, transportation volumes will increase significantly and, according to forecasts, it may reach 14-15 million tons per annum. The company will have to put new capacities into operation, strengthen and upgrade power supply, network and automatic block systems. After the Tommot-Yakutsk railway line is put into operation, there will be a need for new employees. The company has already concluded agreements with institutions and the Department for Forecasting, Training and Appointment of Personnel at the Sakha Republic President’s Office. The company believes its future depends on the enlargement of cooperation with RZD – its major shareholder. This opens new opportunities for the company’s development. RZD is interested in the growth of its subsidiary’s profit, so specialists at Russian Railways are helping to solve the current problems faced by Railways of Yakutia, and to plan the company’s work in the long term.
By Andrey Lazarev
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[DETAIL_TEXT] => To Get More Transport Links
As Fedor Pekhterev, General Director of “Institute of economy and transport development” (IETD), pointed out in his speech on the “Integrated Infrastructure Development of North-East of Russia” International Conference that was held in Yakutsk at the end of August , transport infrastructure of the Far East and Baikal region is poorly developed comparing to other parts of the country. Thus, the density of railways is 3,6 times lower than the average for Russia, and there are no railway lines in the Chukchi Autonomous district, Kamchatka region and Magadan oblast at all. However, there are major Euro-Asian transport corridors on the territory of the region, such as Trans-Siberian Railway, Primorje-1, Primorye-2, BAM, and other transportation routes that connect Russia with the countries of Asia-Pacific region. The most loaded line is the Trans-Siberian Railway. It provides intra transport and economic links, and the links between Russian regions and the East of the country both on national and international level (with the help of the Far Eastern seaports and border stations on the Russian-Mongolian, Chinese, Korean borders). Crude oil and oil products, coal, mineral construction materials, ferrous metals, timber and other cargo are transported in the largest volumes via the Trans-Siberian Railway. In recent years, traffic density in some areas reached 90 million ton-km / km. In accordance with the General Plan of development of railway transport volume of freight traffic on this highway in the future will grow 1,1-1,3 times depending on the exact area comparing to 2010. According to some forecasts, the predominant share of coal and oil will remain and there will be some increase in the share of ore and other goods. The share of container transportation as a component of ore transportation may increase if measures aimed at attracting international transit of goods on the network of railways of Russia, especially goods of Euro-Asian trade, will be implemented.
Traffic density of the Baikal-Amur railroad in the past year ranged from 7,8 to 24,7 million ton-km / km depending on the area. Significant impact on the turnover in 2010 had the Vaninsko-Sovgavanskiy transportation hub – more than 15 million tons: the east direction - coal and oil and oil (90%), the west direction - alumina (85%). Development of the largest coal deposits - Elgin, Denisovskoye, Chulmakanskoe, Apsatski – is already started or is planned at a basis of BAM, the development of Tarynnahskiy, Taiga, Desovskiy, Krasnoyarskiy iron ore deposits, Chiney polymetallic deposits, Udokan copper deposits and Seligdarskoe deposits of apatites is planned.
As experts note that the increase in freight traffic via the Baikal-Amur railway in the long term will primarily depend on the intensity of the mining industry’s impact on BAM and port facilities capacity increase of Vaninsko-Sovgavanskom transport hub.
According to experts, taking into account the implementation of projects on building terminal facilities with the participation of SUEK OJSC, Mechel OJSC, Sahatrans Ltd, Petropavlovsk GC, Basic Element Ltd and the creation of Sovetskaya Gavan special port economic zone volumes of transportation of goods by rail in this area will grow 4 times by 2015 and almost 6 times by 2020 comparing to the level of 2010.
United States of Russia
The idea of the increment of the industrial potential of the country through the development of natural resources of the Urals, Siberia and the Far East is indicated in a number of strategic documents, in particular in the two approved by the government regional strategies - Strategies for the social and economic development of Siberia until 2020 and the Strategy of social and economic development of the Far East and the Baikal region for the period till 2025, and also in the “Economic and social development of the Arctic zone of Russia in 2012-2020” sub-program as well as in the Development Strategy of geological sphere until 2030.
The Development Strategy of geological sphere includes a plan of creation of 36 mineral centers of regional social and economic development.
A formation of sectoral and intersectoral facilities (metallurgy, mechanical engineering, manufacturing and logistics, scientific, educational, etc.) are supposed to create on the basis of these mineral centers. The facilities will cover full cycle – from the implementation of scientific research and exploration to mining and production of deep processing ready products. According to Yegor Borisov, the President of the Republic of Sakha (Yakutia), industrial exploitation of mineral deposits of the Far East and the establishment of new enterprises will significantly increase the volume of cargo transportation in the region. Freight transportation only via north latitude of BAM will increase 4-6 times in 2020.
Region’s transit potential associated with the growth of Russian export and needs of Asia Pacific, Europe and Russia in the development of economic ties. And the key element here is also a growing capacity of main highways - Trans-Siberian and Baikal-Amur Railroads, through which Russia could be involved in the global transit of goods by the Asia – Europe land bridge. The resumption of traffic via the Northern Sea Route will also provide the shortest way to markets of Europe and Asia-Pacific region.
The Eurasia-America transcontinental railway is intended to become a new transit corridor, which eventually will connect transport and energy systems of Russia and the United States through a tunnel under the Bering Strait. By some estimates, it will provide all year round transporting of more than 3% of global turnover. The idea of creating a single global land transport system, connecting 4 of the 6 continents of the planet, exists very long. We know from history that the project was supported in 1906 Nicholas II. But, according to Victor Razbegin, acting Chairman “Council on Study of Productive Forces” GNIU, only technology of XXI century can give the chance to its actual implementation. According to the authors of the project, 6,000 km length transcontinental line will passes Yakutsk - Magadan - Whalen (4,000 km) route on the Russian side and Nome, Fairbanks and British Columbia in Canada (around 2,000 km) on the US side, it will connect these areas though nearly 110 km length tunnel under the Bering Strait. The modern version of the draft project supposes the establishment of a line, that will unite high-speed railways, roads, power and communications lines in the same corridor.
The project implementation will allow to solve the problems of transit traffic between Asia, America and Europe, ensuring sustainable development and integration with global economy of the richest in natural resources areas. According to estimates of Mr Razbegin, the project cost will be $30-35 billion, and the payback period will be just 13-15 years.
According to Gennady Alexeyev, First Deputy Prime Minister of the Republic of Sakha (Yakutia), the Eurasia – America project will undoubtedly pay for itself, and its implementation is just a matter of time. “The amount of money exceeds the needs of the world economy, giving the reason for its crisis. The project on highways building will “sterilize” the money by creating an infrastructure, which, in its turn, will be able to stop inflation“, he said. Today, however, such a motivation is not sufficient for the implementation of such megaprojects. While there is no clear idea of how to attract investors in the creating of infrastructure of this scale.
According to a first step of implementing of the Strategy-2025 the growth rate of investments into the Far East should exceed the average national level. In Yakutia, according to the President of the Republic, there is such an exceeding according to results of 2010 and during current period of the year. However, despite the fact that today almost a half of all announced in the Strategy of Development of the Far East investment projects are connected with infrastructure (and their total value is 4,3 trillion rubles), we can’t say with certainty whether this dynamic will continue in the future and whether it can achieve strategic objective.
Economic and infrastructural isolation from the rest of the country and most developed Russian market, the low level of internal transport links, local type of settlement with a small population density, the specificity of the conditions of agriculture and the high costs, endowment and season delivery of goods – all this make think of the possibility of transcontinental Eurasia-America highway project in the coming years. The most compelling argument against the project can be a climatic factor: route passes through areas where recorded temperatures can be up to minus 70 Celsius degrees. There is always the permafrost in the region, which raises the question of the cold brittleness of iron and steel, as well as the question of the safety of transported goods (for example, such goods as oil that solidify in the cold at 50 Celsius degrees).
by Oksana Perepelitsa
[~DETAIL_TEXT] => To Get More Transport Links
As Fedor Pekhterev, General Director of “Institute of economy and transport development” (IETD), pointed out in his speech on the “Integrated Infrastructure Development of North-East of Russia” International Conference that was held in Yakutsk at the end of August , transport infrastructure of the Far East and Baikal region is poorly developed comparing to other parts of the country. Thus, the density of railways is 3,6 times lower than the average for Russia, and there are no railway lines in the Chukchi Autonomous district, Kamchatka region and Magadan oblast at all. However, there are major Euro-Asian transport corridors on the territory of the region, such as Trans-Siberian Railway, Primorje-1, Primorye-2, BAM, and other transportation routes that connect Russia with the countries of Asia-Pacific region. The most loaded line is the Trans-Siberian Railway. It provides intra transport and economic links, and the links between Russian regions and the East of the country both on national and international level (with the help of the Far Eastern seaports and border stations on the Russian-Mongolian, Chinese, Korean borders). Crude oil and oil products, coal, mineral construction materials, ferrous metals, timber and other cargo are transported in the largest volumes via the Trans-Siberian Railway. In recent years, traffic density in some areas reached 90 million ton-km / km. In accordance with the General Plan of development of railway transport volume of freight traffic on this highway in the future will grow 1,1-1,3 times depending on the exact area comparing to 2010. According to some forecasts, the predominant share of coal and oil will remain and there will be some increase in the share of ore and other goods. The share of container transportation as a component of ore transportation may increase if measures aimed at attracting international transit of goods on the network of railways of Russia, especially goods of Euro-Asian trade, will be implemented.
Traffic density of the Baikal-Amur railroad in the past year ranged from 7,8 to 24,7 million ton-km / km depending on the area. Significant impact on the turnover in 2010 had the Vaninsko-Sovgavanskiy transportation hub – more than 15 million tons: the east direction - coal and oil and oil (90%), the west direction - alumina (85%). Development of the largest coal deposits - Elgin, Denisovskoye, Chulmakanskoe, Apsatski – is already started or is planned at a basis of BAM, the development of Tarynnahskiy, Taiga, Desovskiy, Krasnoyarskiy iron ore deposits, Chiney polymetallic deposits, Udokan copper deposits and Seligdarskoe deposits of apatites is planned.
As experts note that the increase in freight traffic via the Baikal-Amur railway in the long term will primarily depend on the intensity of the mining industry’s impact on BAM and port facilities capacity increase of Vaninsko-Sovgavanskom transport hub.
According to experts, taking into account the implementation of projects on building terminal facilities with the participation of SUEK OJSC, Mechel OJSC, Sahatrans Ltd, Petropavlovsk GC, Basic Element Ltd and the creation of Sovetskaya Gavan special port economic zone volumes of transportation of goods by rail in this area will grow 4 times by 2015 and almost 6 times by 2020 comparing to the level of 2010.
United States of Russia
The idea of the increment of the industrial potential of the country through the development of natural resources of the Urals, Siberia and the Far East is indicated in a number of strategic documents, in particular in the two approved by the government regional strategies - Strategies for the social and economic development of Siberia until 2020 and the Strategy of social and economic development of the Far East and the Baikal region for the period till 2025, and also in the “Economic and social development of the Arctic zone of Russia in 2012-2020” sub-program as well as in the Development Strategy of geological sphere until 2030.
The Development Strategy of geological sphere includes a plan of creation of 36 mineral centers of regional social and economic development.
A formation of sectoral and intersectoral facilities (metallurgy, mechanical engineering, manufacturing and logistics, scientific, educational, etc.) are supposed to create on the basis of these mineral centers. The facilities will cover full cycle – from the implementation of scientific research and exploration to mining and production of deep processing ready products. According to Yegor Borisov, the President of the Republic of Sakha (Yakutia), industrial exploitation of mineral deposits of the Far East and the establishment of new enterprises will significantly increase the volume of cargo transportation in the region. Freight transportation only via north latitude of BAM will increase 4-6 times in 2020.
Region’s transit potential associated with the growth of Russian export and needs of Asia Pacific, Europe and Russia in the development of economic ties. And the key element here is also a growing capacity of main highways - Trans-Siberian and Baikal-Amur Railroads, through which Russia could be involved in the global transit of goods by the Asia – Europe land bridge. The resumption of traffic via the Northern Sea Route will also provide the shortest way to markets of Europe and Asia-Pacific region.
The Eurasia-America transcontinental railway is intended to become a new transit corridor, which eventually will connect transport and energy systems of Russia and the United States through a tunnel under the Bering Strait. By some estimates, it will provide all year round transporting of more than 3% of global turnover. The idea of creating a single global land transport system, connecting 4 of the 6 continents of the planet, exists very long. We know from history that the project was supported in 1906 Nicholas II. But, according to Victor Razbegin, acting Chairman “Council on Study of Productive Forces” GNIU, only technology of XXI century can give the chance to its actual implementation. According to the authors of the project, 6,000 km length transcontinental line will passes Yakutsk - Magadan - Whalen (4,000 km) route on the Russian side and Nome, Fairbanks and British Columbia in Canada (around 2,000 km) on the US side, it will connect these areas though nearly 110 km length tunnel under the Bering Strait. The modern version of the draft project supposes the establishment of a line, that will unite high-speed railways, roads, power and communications lines in the same corridor.
The project implementation will allow to solve the problems of transit traffic between Asia, America and Europe, ensuring sustainable development and integration with global economy of the richest in natural resources areas. According to estimates of Mr Razbegin, the project cost will be $30-35 billion, and the payback period will be just 13-15 years.
According to Gennady Alexeyev, First Deputy Prime Minister of the Republic of Sakha (Yakutia), the Eurasia – America project will undoubtedly pay for itself, and its implementation is just a matter of time. “The amount of money exceeds the needs of the world economy, giving the reason for its crisis. The project on highways building will “sterilize” the money by creating an infrastructure, which, in its turn, will be able to stop inflation“, he said. Today, however, such a motivation is not sufficient for the implementation of such megaprojects. While there is no clear idea of how to attract investors in the creating of infrastructure of this scale.
According to a first step of implementing of the Strategy-2025 the growth rate of investments into the Far East should exceed the average national level. In Yakutia, according to the President of the Republic, there is such an exceeding according to results of 2010 and during current period of the year. However, despite the fact that today almost a half of all announced in the Strategy of Development of the Far East investment projects are connected with infrastructure (and their total value is 4,3 trillion rubles), we can’t say with certainty whether this dynamic will continue in the future and whether it can achieve strategic objective.
Economic and infrastructural isolation from the rest of the country and most developed Russian market, the low level of internal transport links, local type of settlement with a small population density, the specificity of the conditions of agriculture and the high costs, endowment and season delivery of goods – all this make think of the possibility of transcontinental Eurasia-America highway project in the coming years. The most compelling argument against the project can be a climatic factor: route passes through areas where recorded temperatures can be up to minus 70 Celsius degrees. There is always the permafrost in the region, which raises the question of the cold brittleness of iron and steel, as well as the question of the safety of transported goods (for example, such goods as oil that solidify in the cold at 50 Celsius degrees).
by Oksana Perepelitsa
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[PREVIEW_TEXT] => It’s not a secret that a considerable part of the territory of Russia that includes Far East and the Baikal region has no well-developed transport network. In this case the main issue – investments into infrastructure projects - remains open. Today adopted by the Russian government long-term program of socio-economic development of Siberia, Transbaikal region and the Far East are far from practical realization. According to experts, the program represents good intentions without real mechanisms to attract investors.
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[SECTION_META_DESCRIPTION] => It’s not a secret that a considerable part of the territory of Russia that includes Far East and the Baikal region has no well-developed transport network. In this case the main issue – investments into infrastructure projects - remains open. Today adopted by the Russian government long-term program of socio-economic development of Siberia, Transbaikal region and the Far East are far from practical realization. According to experts, the program represents good intentions without real mechanisms to attract investors.
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[DETAIL_TEXT] => To Get More Transport Links
As Fedor Pekhterev, General Director of “Institute of economy and transport development” (IETD), pointed out in his speech on the “Integrated Infrastructure Development of North-East of Russia” International Conference that was held in Yakutsk at the end of August , transport infrastructure of the Far East and Baikal region is poorly developed comparing to other parts of the country. Thus, the density of railways is 3,6 times lower than the average for Russia, and there are no railway lines in the Chukchi Autonomous district, Kamchatka region and Magadan oblast at all. However, there are major Euro-Asian transport corridors on the territory of the region, such as Trans-Siberian Railway, Primorje-1, Primorye-2, BAM, and other transportation routes that connect Russia with the countries of Asia-Pacific region. The most loaded line is the Trans-Siberian Railway. It provides intra transport and economic links, and the links between Russian regions and the East of the country both on national and international level (with the help of the Far Eastern seaports and border stations on the Russian-Mongolian, Chinese, Korean borders). Crude oil and oil products, coal, mineral construction materials, ferrous metals, timber and other cargo are transported in the largest volumes via the Trans-Siberian Railway. In recent years, traffic density in some areas reached 90 million ton-km / km. In accordance with the General Plan of development of railway transport volume of freight traffic on this highway in the future will grow 1,1-1,3 times depending on the exact area comparing to 2010. According to some forecasts, the predominant share of coal and oil will remain and there will be some increase in the share of ore and other goods. The share of container transportation as a component of ore transportation may increase if measures aimed at attracting international transit of goods on the network of railways of Russia, especially goods of Euro-Asian trade, will be implemented.
Traffic density of the Baikal-Amur railroad in the past year ranged from 7,8 to 24,7 million ton-km / km depending on the area. Significant impact on the turnover in 2010 had the Vaninsko-Sovgavanskiy transportation hub – more than 15 million tons: the east direction - coal and oil and oil (90%), the west direction - alumina (85%). Development of the largest coal deposits - Elgin, Denisovskoye, Chulmakanskoe, Apsatski – is already started or is planned at a basis of BAM, the development of Tarynnahskiy, Taiga, Desovskiy, Krasnoyarskiy iron ore deposits, Chiney polymetallic deposits, Udokan copper deposits and Seligdarskoe deposits of apatites is planned.
As experts note that the increase in freight traffic via the Baikal-Amur railway in the long term will primarily depend on the intensity of the mining industry’s impact on BAM and port facilities capacity increase of Vaninsko-Sovgavanskom transport hub.
According to experts, taking into account the implementation of projects on building terminal facilities with the participation of SUEK OJSC, Mechel OJSC, Sahatrans Ltd, Petropavlovsk GC, Basic Element Ltd and the creation of Sovetskaya Gavan special port economic zone volumes of transportation of goods by rail in this area will grow 4 times by 2015 and almost 6 times by 2020 comparing to the level of 2010.
United States of Russia
The idea of the increment of the industrial potential of the country through the development of natural resources of the Urals, Siberia and the Far East is indicated in a number of strategic documents, in particular in the two approved by the government regional strategies - Strategies for the social and economic development of Siberia until 2020 and the Strategy of social and economic development of the Far East and the Baikal region for the period till 2025, and also in the “Economic and social development of the Arctic zone of Russia in 2012-2020” sub-program as well as in the Development Strategy of geological sphere until 2030.
The Development Strategy of geological sphere includes a plan of creation of 36 mineral centers of regional social and economic development.
A formation of sectoral and intersectoral facilities (metallurgy, mechanical engineering, manufacturing and logistics, scientific, educational, etc.) are supposed to create on the basis of these mineral centers. The facilities will cover full cycle – from the implementation of scientific research and exploration to mining and production of deep processing ready products. According to Yegor Borisov, the President of the Republic of Sakha (Yakutia), industrial exploitation of mineral deposits of the Far East and the establishment of new enterprises will significantly increase the volume of cargo transportation in the region. Freight transportation only via north latitude of BAM will increase 4-6 times in 2020.
Region’s transit potential associated with the growth of Russian export and needs of Asia Pacific, Europe and Russia in the development of economic ties. And the key element here is also a growing capacity of main highways - Trans-Siberian and Baikal-Amur Railroads, through which Russia could be involved in the global transit of goods by the Asia – Europe land bridge. The resumption of traffic via the Northern Sea Route will also provide the shortest way to markets of Europe and Asia-Pacific region.
The Eurasia-America transcontinental railway is intended to become a new transit corridor, which eventually will connect transport and energy systems of Russia and the United States through a tunnel under the Bering Strait. By some estimates, it will provide all year round transporting of more than 3% of global turnover. The idea of creating a single global land transport system, connecting 4 of the 6 continents of the planet, exists very long. We know from history that the project was supported in 1906 Nicholas II. But, according to Victor Razbegin, acting Chairman “Council on Study of Productive Forces” GNIU, only technology of XXI century can give the chance to its actual implementation. According to the authors of the project, 6,000 km length transcontinental line will passes Yakutsk - Magadan - Whalen (4,000 km) route on the Russian side and Nome, Fairbanks and British Columbia in Canada (around 2,000 km) on the US side, it will connect these areas though nearly 110 km length tunnel under the Bering Strait. The modern version of the draft project supposes the establishment of a line, that will unite high-speed railways, roads, power and communications lines in the same corridor.
The project implementation will allow to solve the problems of transit traffic between Asia, America and Europe, ensuring sustainable development and integration with global economy of the richest in natural resources areas. According to estimates of Mr Razbegin, the project cost will be $30-35 billion, and the payback period will be just 13-15 years.
According to Gennady Alexeyev, First Deputy Prime Minister of the Republic of Sakha (Yakutia), the Eurasia – America project will undoubtedly pay for itself, and its implementation is just a matter of time. “The amount of money exceeds the needs of the world economy, giving the reason for its crisis. The project on highways building will “sterilize” the money by creating an infrastructure, which, in its turn, will be able to stop inflation“, he said. Today, however, such a motivation is not sufficient for the implementation of such megaprojects. While there is no clear idea of how to attract investors in the creating of infrastructure of this scale.
According to a first step of implementing of the Strategy-2025 the growth rate of investments into the Far East should exceed the average national level. In Yakutia, according to the President of the Republic, there is such an exceeding according to results of 2010 and during current period of the year. However, despite the fact that today almost a half of all announced in the Strategy of Development of the Far East investment projects are connected with infrastructure (and their total value is 4,3 trillion rubles), we can’t say with certainty whether this dynamic will continue in the future and whether it can achieve strategic objective.
Economic and infrastructural isolation from the rest of the country and most developed Russian market, the low level of internal transport links, local type of settlement with a small population density, the specificity of the conditions of agriculture and the high costs, endowment and season delivery of goods – all this make think of the possibility of transcontinental Eurasia-America highway project in the coming years. The most compelling argument against the project can be a climatic factor: route passes through areas where recorded temperatures can be up to minus 70 Celsius degrees. There is always the permafrost in the region, which raises the question of the cold brittleness of iron and steel, as well as the question of the safety of transported goods (for example, such goods as oil that solidify in the cold at 50 Celsius degrees).
by Oksana Perepelitsa
[~DETAIL_TEXT] => To Get More Transport Links
As Fedor Pekhterev, General Director of “Institute of economy and transport development” (IETD), pointed out in his speech on the “Integrated Infrastructure Development of North-East of Russia” International Conference that was held in Yakutsk at the end of August , transport infrastructure of the Far East and Baikal region is poorly developed comparing to other parts of the country. Thus, the density of railways is 3,6 times lower than the average for Russia, and there are no railway lines in the Chukchi Autonomous district, Kamchatka region and Magadan oblast at all. However, there are major Euro-Asian transport corridors on the territory of the region, such as Trans-Siberian Railway, Primorje-1, Primorye-2, BAM, and other transportation routes that connect Russia with the countries of Asia-Pacific region. The most loaded line is the Trans-Siberian Railway. It provides intra transport and economic links, and the links between Russian regions and the East of the country both on national and international level (with the help of the Far Eastern seaports and border stations on the Russian-Mongolian, Chinese, Korean borders). Crude oil and oil products, coal, mineral construction materials, ferrous metals, timber and other cargo are transported in the largest volumes via the Trans-Siberian Railway. In recent years, traffic density in some areas reached 90 million ton-km / km. In accordance with the General Plan of development of railway transport volume of freight traffic on this highway in the future will grow 1,1-1,3 times depending on the exact area comparing to 2010. According to some forecasts, the predominant share of coal and oil will remain and there will be some increase in the share of ore and other goods. The share of container transportation as a component of ore transportation may increase if measures aimed at attracting international transit of goods on the network of railways of Russia, especially goods of Euro-Asian trade, will be implemented.
Traffic density of the Baikal-Amur railroad in the past year ranged from 7,8 to 24,7 million ton-km / km depending on the area. Significant impact on the turnover in 2010 had the Vaninsko-Sovgavanskiy transportation hub – more than 15 million tons: the east direction - coal and oil and oil (90%), the west direction - alumina (85%). Development of the largest coal deposits - Elgin, Denisovskoye, Chulmakanskoe, Apsatski – is already started or is planned at a basis of BAM, the development of Tarynnahskiy, Taiga, Desovskiy, Krasnoyarskiy iron ore deposits, Chiney polymetallic deposits, Udokan copper deposits and Seligdarskoe deposits of apatites is planned.
As experts note that the increase in freight traffic via the Baikal-Amur railway in the long term will primarily depend on the intensity of the mining industry’s impact on BAM and port facilities capacity increase of Vaninsko-Sovgavanskom transport hub.
According to experts, taking into account the implementation of projects on building terminal facilities with the participation of SUEK OJSC, Mechel OJSC, Sahatrans Ltd, Petropavlovsk GC, Basic Element Ltd and the creation of Sovetskaya Gavan special port economic zone volumes of transportation of goods by rail in this area will grow 4 times by 2015 and almost 6 times by 2020 comparing to the level of 2010.
United States of Russia
The idea of the increment of the industrial potential of the country through the development of natural resources of the Urals, Siberia and the Far East is indicated in a number of strategic documents, in particular in the two approved by the government regional strategies - Strategies for the social and economic development of Siberia until 2020 and the Strategy of social and economic development of the Far East and the Baikal region for the period till 2025, and also in the “Economic and social development of the Arctic zone of Russia in 2012-2020” sub-program as well as in the Development Strategy of geological sphere until 2030.
The Development Strategy of geological sphere includes a plan of creation of 36 mineral centers of regional social and economic development.
A formation of sectoral and intersectoral facilities (metallurgy, mechanical engineering, manufacturing and logistics, scientific, educational, etc.) are supposed to create on the basis of these mineral centers. The facilities will cover full cycle – from the implementation of scientific research and exploration to mining and production of deep processing ready products. According to Yegor Borisov, the President of the Republic of Sakha (Yakutia), industrial exploitation of mineral deposits of the Far East and the establishment of new enterprises will significantly increase the volume of cargo transportation in the region. Freight transportation only via north latitude of BAM will increase 4-6 times in 2020.
Region’s transit potential associated with the growth of Russian export and needs of Asia Pacific, Europe and Russia in the development of economic ties. And the key element here is also a growing capacity of main highways - Trans-Siberian and Baikal-Amur Railroads, through which Russia could be involved in the global transit of goods by the Asia – Europe land bridge. The resumption of traffic via the Northern Sea Route will also provide the shortest way to markets of Europe and Asia-Pacific region.
The Eurasia-America transcontinental railway is intended to become a new transit corridor, which eventually will connect transport and energy systems of Russia and the United States through a tunnel under the Bering Strait. By some estimates, it will provide all year round transporting of more than 3% of global turnover. The idea of creating a single global land transport system, connecting 4 of the 6 continents of the planet, exists very long. We know from history that the project was supported in 1906 Nicholas II. But, according to Victor Razbegin, acting Chairman “Council on Study of Productive Forces” GNIU, only technology of XXI century can give the chance to its actual implementation. According to the authors of the project, 6,000 km length transcontinental line will passes Yakutsk - Magadan - Whalen (4,000 km) route on the Russian side and Nome, Fairbanks and British Columbia in Canada (around 2,000 km) on the US side, it will connect these areas though nearly 110 km length tunnel under the Bering Strait. The modern version of the draft project supposes the establishment of a line, that will unite high-speed railways, roads, power and communications lines in the same corridor.
The project implementation will allow to solve the problems of transit traffic between Asia, America and Europe, ensuring sustainable development and integration with global economy of the richest in natural resources areas. According to estimates of Mr Razbegin, the project cost will be $30-35 billion, and the payback period will be just 13-15 years.
According to Gennady Alexeyev, First Deputy Prime Minister of the Republic of Sakha (Yakutia), the Eurasia – America project will undoubtedly pay for itself, and its implementation is just a matter of time. “The amount of money exceeds the needs of the world economy, giving the reason for its crisis. The project on highways building will “sterilize” the money by creating an infrastructure, which, in its turn, will be able to stop inflation“, he said. Today, however, such a motivation is not sufficient for the implementation of such megaprojects. While there is no clear idea of how to attract investors in the creating of infrastructure of this scale.
According to a first step of implementing of the Strategy-2025 the growth rate of investments into the Far East should exceed the average national level. In Yakutia, according to the President of the Republic, there is such an exceeding according to results of 2010 and during current period of the year. However, despite the fact that today almost a half of all announced in the Strategy of Development of the Far East investment projects are connected with infrastructure (and their total value is 4,3 trillion rubles), we can’t say with certainty whether this dynamic will continue in the future and whether it can achieve strategic objective.
Economic and infrastructural isolation from the rest of the country and most developed Russian market, the low level of internal transport links, local type of settlement with a small population density, the specificity of the conditions of agriculture and the high costs, endowment and season delivery of goods – all this make think of the possibility of transcontinental Eurasia-America highway project in the coming years. The most compelling argument against the project can be a climatic factor: route passes through areas where recorded temperatures can be up to minus 70 Celsius degrees. There is always the permafrost in the region, which raises the question of the cold brittleness of iron and steel, as well as the question of the safety of transported goods (for example, such goods as oil that solidify in the cold at 50 Celsius degrees).
by Oksana Perepelitsa
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[SECTION_META_DESCRIPTION] => It’s not a secret that a considerable part of the territory of Russia that includes Far East and the Baikal region has no well-developed transport network. In this case the main issue – investments into infrastructure projects - remains open. Today adopted by the Russian government long-term program of socio-economic development of Siberia, Transbaikal region and the Far East are far from practical realization. According to experts, the program represents good intentions without real mechanisms to attract investors.
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The Strategy for Innovative Development at Russian Railways up to 2015, also known as the White Book of RZD, identifies the key areas of scientific and technological growth for the company. It has absorbed best global practices and enhanced international cooperation. Some provisions of the document have already been brought to life.Array
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[DETAIL_TEXT] => Development is needed
When the Book was prepared in 2007-2008, the wear rate of company’s main production facilities was reaching 60% (versus 34% in 1993). The total length of bottlenecks on routes amounted to 6,000 kilometres, 3,200 of them on the main lines. Yuri Chepurkin, Deputy Director of the Institute for Economics and Transport Development, explained that there were three types of overloaded routes.
First, there were roots that did not cope with the traffic flow due to the lack of road stations. The Mga-Volkhovstroy-Pikalevo section in Leningrad region is an example of this type. The second type was characterized by weak capacity of traction energy devices. Such a deficit is typical for Far East regions. And there were districts where the specific features of the track prevented efficient operation, like in the Southern and Far East regions.
As regards the rolling stock, Russia did not succeed in launching production of modern diesel freight locomotives, dual-system locomotives, trains with commutatorless traction motors and high-speed trains.
The company was in dire need of innovative technologies, composite material and bainitic steels. The quality of rail fastenings fell behind European standards. Road infrastructure was unfit for modern traffic control automation and high-speed transportation. High-speed trains required high-strength, heat-resistant rails that in Russia existed only in drafts.
The quality of traction substations and electrical control systems lagged behind as well. Intelligent systems were just being tested. Almost all railroad automation introduced before 1990 turned out to be incompatible with modern information systems, so adequate energy supply became quite a complicated issue.
RZD experts made an attempt to classify these urgent problems and find an optimal approach to them. All key performance indicators of RZD had been analyzed, including the technical condition of the wagon and locomotive fleet, electrical and electronic equipment, metals and crossing points.
The Strategy for Scientific and Technological Development at Russian Railways up to 2015 became the result of this work, the document is also known as the White Book of RZD.
Setting directions
The initial version of the Book identified eight key areas of innovative development: traffic management systems and logistics, infrastructure, rolling stock, traffic safety control, operational safety, high-speed running, corporate quality management and economic efficiency. Vladimir Vorobiev, RZD Vice President, stressed that the book provided general guidelines on how to update rail industry products and services.
As the book sets key objectives for track facility modernization, and technical specifications for rail construction could be derived from these descriptions. On a trial basis the specifications were presented to Nizhny Tagil Iron and Steel Plant, Mechel and Novolipetsk Metallurgical Plants, so that they could adapt their innovative programs to these standards. Requirements for track repairs were adopted by TVEMA Group which had worked out an automated rail safety diagnostic complex called “integral”. It was meant to increase the run of the rolling stock before the first planned repair, as well as its operating life and axle loading. These measures would allow the company to improve the productivity of new cars by 5-10% and cut operational costs by 10-20%. Savings could be directed to innovative developments.
The White Book also provided guidelines for RZD suppliers on the company’s requirements for labour-saving technologies, multifunctional traffic management systems, switching control, freight yards operations and satellite navigation.
In 2009-2010 the White Book stepped up adoption of several corporate regulations on innovative development. Afterwards the list was expanded with new documents, including:
• RZD Environmental strategy up to 2015 with an outlook to 2030;
• Unified technical policy of the RZD holding;
• Program for international scientific and technological cooperation, introduction of new facilities, modernization and automation of manufacturing capacities, high-speed and super-high-speed transportation development in 2011-2013;
• Energy supply strategy till 2015 with an outlook up to 2030;
• Distribution of powers in the fields of technical development management, innovative activities and safety control of RZD operations.
In 2010 the Company has formed the regulatory framework that set standards for technical goods ordered by RZD. The company also adopted the requirements for innovation projects in the rail transport industry, recommendations on how to analyze the competitiveness of new projects, as well as several corporate standards regulating innovative activities.
After all aforementioned regulations were enacted, it became clear that the strategies outlined in the White Book should be updated. For example, it was proved that the tonnage rating for freight trains on the Kuzbass-Soviet Harbour site (Siberia) could be raised from 5,800 tonnes to 6,000 tonnes. According to Alexey Mironov, the Head of Sverdlovsk railways, it’s possible even to pass 9,000-tonne trains, as demonstrated by the experience of the Kolchedan-Sedelnikovo road sector.
RZD in 2009-2010 formed the system of innovative management and unified technical policy. Key performance indicators were established and tested in a trial run. Responsibilities for controlling innovative development were distributed between the Departments for Technical policy, Economy and Strategic Development, Centers of Innovative development and Technical audit, Intellectual property department, Scientific and technical data center.
As a result the White Book was enriched with the new data. The company has added a short project review that described projects fulfilled in 2009-2010. Other projects were divided into two groups: short-term (2010-2011) and medium-term (2012-2015). The section on innovations in the field of high-speed running was updated with data on associated infrastructure. Four new sections had been added: on energy efficiency, environment protection, technical control systems and on introduction of innovative satellite and geoinformation technologies. In 2007-2010, RZD saved RUR 6.7 billion through implementation of energy-saving practices.
From book to life
This year RZD adopted a new package of documents on innovations. Among them was the “Provision on establishing and implementing the plan of RZD scientific and technical development till 2015”. The most important one was “The program for innovative development of RZD till 2015”. It specifies the provisions of the White Book, and became a direct guide to operations.
While the White Book outlines main directions, the Program contains actual projects. They are presented in the context of federal programs for integrated transport industry development. In other words, the best practices of the railway industry can be expanded to improve other modes of transportation. This know-how can bring extra revenues to RZD. If in 2008 the company had 172 titles of protection for intellectual property, by the end of 2011 the amount is forecast to reach 1,400.
Even more tangible growth is expected for foreign patents: from 3 to 35 documents.
RZD formulated its proposals on this topic in the Concept of Technology platforms. In February 2011, the Ministries for Economic development and Education compiled a list of technology platforms in 22 fields of innovation and high technology. Then it was approved by a Governmental special committee. In April, the Platform for “High-speed intelligent rail transport” was included in the list.
The platform implies introduction of 400 kph rail services based on innovative technologies of traffic management and infrastructure construction. The pilot line is to be launched between Moscow and St Petersburg in the mid-term. In the long-term outlook a revolutionary new mode of transport is to be created in cooperation with international corporations. It’ll be based on magnetic levitation that allows speeds of up to 1,000 kph.
Experts say that RZD was a pioneer in its method of progressing from the White Book towards an Innovative development program. No other Russian company has ever implemented such a wide-scale plan. Most of them just mark general directions for innovation, without links to certain technologies, investments and performance indicators.
This approach gives the company great possibilities in terms of enhancing funding of research and development. According to Vladimir Yakunin, the President of the company, in 2011 these activities were supported with RUR 5.8 billion that is 21% more than in 2010. Moreover, in 2015 investment in R&D is expected to exceed 1% of planned revenues, which means that the share of expenditure on them will more than double.
by Andrey Lazarev
[~DETAIL_TEXT] => Development is needed
When the Book was prepared in 2007-2008, the wear rate of company’s main production facilities was reaching 60% (versus 34% in 1993). The total length of bottlenecks on routes amounted to 6,000 kilometres, 3,200 of them on the main lines. Yuri Chepurkin, Deputy Director of the Institute for Economics and Transport Development, explained that there were three types of overloaded routes.
First, there were roots that did not cope with the traffic flow due to the lack of road stations. The Mga-Volkhovstroy-Pikalevo section in Leningrad region is an example of this type. The second type was characterized by weak capacity of traction energy devices. Such a deficit is typical for Far East regions. And there were districts where the specific features of the track prevented efficient operation, like in the Southern and Far East regions.
As regards the rolling stock, Russia did not succeed in launching production of modern diesel freight locomotives, dual-system locomotives, trains with commutatorless traction motors and high-speed trains.
The company was in dire need of innovative technologies, composite material and bainitic steels. The quality of rail fastenings fell behind European standards. Road infrastructure was unfit for modern traffic control automation and high-speed transportation. High-speed trains required high-strength, heat-resistant rails that in Russia existed only in drafts.
The quality of traction substations and electrical control systems lagged behind as well. Intelligent systems were just being tested. Almost all railroad automation introduced before 1990 turned out to be incompatible with modern information systems, so adequate energy supply became quite a complicated issue.
RZD experts made an attempt to classify these urgent problems and find an optimal approach to them. All key performance indicators of RZD had been analyzed, including the technical condition of the wagon and locomotive fleet, electrical and electronic equipment, metals and crossing points.
The Strategy for Scientific and Technological Development at Russian Railways up to 2015 became the result of this work, the document is also known as the White Book of RZD.
Setting directions
The initial version of the Book identified eight key areas of innovative development: traffic management systems and logistics, infrastructure, rolling stock, traffic safety control, operational safety, high-speed running, corporate quality management and economic efficiency. Vladimir Vorobiev, RZD Vice President, stressed that the book provided general guidelines on how to update rail industry products and services.
As the book sets key objectives for track facility modernization, and technical specifications for rail construction could be derived from these descriptions. On a trial basis the specifications were presented to Nizhny Tagil Iron and Steel Plant, Mechel and Novolipetsk Metallurgical Plants, so that they could adapt their innovative programs to these standards. Requirements for track repairs were adopted by TVEMA Group which had worked out an automated rail safety diagnostic complex called “integral”. It was meant to increase the run of the rolling stock before the first planned repair, as well as its operating life and axle loading. These measures would allow the company to improve the productivity of new cars by 5-10% and cut operational costs by 10-20%. Savings could be directed to innovative developments.
The White Book also provided guidelines for RZD suppliers on the company’s requirements for labour-saving technologies, multifunctional traffic management systems, switching control, freight yards operations and satellite navigation.
In 2009-2010 the White Book stepped up adoption of several corporate regulations on innovative development. Afterwards the list was expanded with new documents, including:
• RZD Environmental strategy up to 2015 with an outlook to 2030;
• Unified technical policy of the RZD holding;
• Program for international scientific and technological cooperation, introduction of new facilities, modernization and automation of manufacturing capacities, high-speed and super-high-speed transportation development in 2011-2013;
• Energy supply strategy till 2015 with an outlook up to 2030;
• Distribution of powers in the fields of technical development management, innovative activities and safety control of RZD operations.
In 2010 the Company has formed the regulatory framework that set standards for technical goods ordered by RZD. The company also adopted the requirements for innovation projects in the rail transport industry, recommendations on how to analyze the competitiveness of new projects, as well as several corporate standards regulating innovative activities.
After all aforementioned regulations were enacted, it became clear that the strategies outlined in the White Book should be updated. For example, it was proved that the tonnage rating for freight trains on the Kuzbass-Soviet Harbour site (Siberia) could be raised from 5,800 tonnes to 6,000 tonnes. According to Alexey Mironov, the Head of Sverdlovsk railways, it’s possible even to pass 9,000-tonne trains, as demonstrated by the experience of the Kolchedan-Sedelnikovo road sector.
RZD in 2009-2010 formed the system of innovative management and unified technical policy. Key performance indicators were established and tested in a trial run. Responsibilities for controlling innovative development were distributed between the Departments for Technical policy, Economy and Strategic Development, Centers of Innovative development and Technical audit, Intellectual property department, Scientific and technical data center.
As a result the White Book was enriched with the new data. The company has added a short project review that described projects fulfilled in 2009-2010. Other projects were divided into two groups: short-term (2010-2011) and medium-term (2012-2015). The section on innovations in the field of high-speed running was updated with data on associated infrastructure. Four new sections had been added: on energy efficiency, environment protection, technical control systems and on introduction of innovative satellite and geoinformation technologies. In 2007-2010, RZD saved RUR 6.7 billion through implementation of energy-saving practices.
From book to life
This year RZD adopted a new package of documents on innovations. Among them was the “Provision on establishing and implementing the plan of RZD scientific and technical development till 2015”. The most important one was “The program for innovative development of RZD till 2015”. It specifies the provisions of the White Book, and became a direct guide to operations.
While the White Book outlines main directions, the Program contains actual projects. They are presented in the context of federal programs for integrated transport industry development. In other words, the best practices of the railway industry can be expanded to improve other modes of transportation. This know-how can bring extra revenues to RZD. If in 2008 the company had 172 titles of protection for intellectual property, by the end of 2011 the amount is forecast to reach 1,400.
Even more tangible growth is expected for foreign patents: from 3 to 35 documents.
RZD formulated its proposals on this topic in the Concept of Technology platforms. In February 2011, the Ministries for Economic development and Education compiled a list of technology platforms in 22 fields of innovation and high technology. Then it was approved by a Governmental special committee. In April, the Platform for “High-speed intelligent rail transport” was included in the list.
The platform implies introduction of 400 kph rail services based on innovative technologies of traffic management and infrastructure construction. The pilot line is to be launched between Moscow and St Petersburg in the mid-term. In the long-term outlook a revolutionary new mode of transport is to be created in cooperation with international corporations. It’ll be based on magnetic levitation that allows speeds of up to 1,000 kph.
Experts say that RZD was a pioneer in its method of progressing from the White Book towards an Innovative development program. No other Russian company has ever implemented such a wide-scale plan. Most of them just mark general directions for innovation, without links to certain technologies, investments and performance indicators.
This approach gives the company great possibilities in terms of enhancing funding of research and development. According to Vladimir Yakunin, the President of the company, in 2011 these activities were supported with RUR 5.8 billion that is 21% more than in 2010. Moreover, in 2015 investment in R&D is expected to exceed 1% of planned revenues, which means that the share of expenditure on them will more than double.
by Andrey Lazarev
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[SECTION_META_DESCRIPTION] => <img src="/ufiles/image/rus/inter/2011/3/8.jpg" border="1" alt=" " hspace="5" width="200" height="225" align="left" />The Strategy for Innovative Development at Russian Railways up to 2015, also known as the White Book of RZD, identifies the key areas of scientific and technological growth for the company. It has absorbed best global practices and enhanced international cooperation. Some provisions of the document have already been brought to life.
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[DETAIL_TEXT] => Development is needed
When the Book was prepared in 2007-2008, the wear rate of company’s main production facilities was reaching 60% (versus 34% in 1993). The total length of bottlenecks on routes amounted to 6,000 kilometres, 3,200 of them on the main lines. Yuri Chepurkin, Deputy Director of the Institute for Economics and Transport Development, explained that there were three types of overloaded routes.
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As regards the rolling stock, Russia did not succeed in launching production of modern diesel freight locomotives, dual-system locomotives, trains with commutatorless traction motors and high-speed trains.
The company was in dire need of innovative technologies, composite material and bainitic steels. The quality of rail fastenings fell behind European standards. Road infrastructure was unfit for modern traffic control automation and high-speed transportation. High-speed trains required high-strength, heat-resistant rails that in Russia existed only in drafts.
The quality of traction substations and electrical control systems lagged behind as well. Intelligent systems were just being tested. Almost all railroad automation introduced before 1990 turned out to be incompatible with modern information systems, so adequate energy supply became quite a complicated issue.
RZD experts made an attempt to classify these urgent problems and find an optimal approach to them. All key performance indicators of RZD had been analyzed, including the technical condition of the wagon and locomotive fleet, electrical and electronic equipment, metals and crossing points.
The Strategy for Scientific and Technological Development at Russian Railways up to 2015 became the result of this work, the document is also known as the White Book of RZD.
Setting directions
The initial version of the Book identified eight key areas of innovative development: traffic management systems and logistics, infrastructure, rolling stock, traffic safety control, operational safety, high-speed running, corporate quality management and economic efficiency. Vladimir Vorobiev, RZD Vice President, stressed that the book provided general guidelines on how to update rail industry products and services.
As the book sets key objectives for track facility modernization, and technical specifications for rail construction could be derived from these descriptions. On a trial basis the specifications were presented to Nizhny Tagil Iron and Steel Plant, Mechel and Novolipetsk Metallurgical Plants, so that they could adapt their innovative programs to these standards. Requirements for track repairs were adopted by TVEMA Group which had worked out an automated rail safety diagnostic complex called “integral”. It was meant to increase the run of the rolling stock before the first planned repair, as well as its operating life and axle loading. These measures would allow the company to improve the productivity of new cars by 5-10% and cut operational costs by 10-20%. Savings could be directed to innovative developments.
The White Book also provided guidelines for RZD suppliers on the company’s requirements for labour-saving technologies, multifunctional traffic management systems, switching control, freight yards operations and satellite navigation.
In 2009-2010 the White Book stepped up adoption of several corporate regulations on innovative development. Afterwards the list was expanded with new documents, including:
• RZD Environmental strategy up to 2015 with an outlook to 2030;
• Unified technical policy of the RZD holding;
• Program for international scientific and technological cooperation, introduction of new facilities, modernization and automation of manufacturing capacities, high-speed and super-high-speed transportation development in 2011-2013;
• Energy supply strategy till 2015 with an outlook up to 2030;
• Distribution of powers in the fields of technical development management, innovative activities and safety control of RZD operations.
In 2010 the Company has formed the regulatory framework that set standards for technical goods ordered by RZD. The company also adopted the requirements for innovation projects in the rail transport industry, recommendations on how to analyze the competitiveness of new projects, as well as several corporate standards regulating innovative activities.
After all aforementioned regulations were enacted, it became clear that the strategies outlined in the White Book should be updated. For example, it was proved that the tonnage rating for freight trains on the Kuzbass-Soviet Harbour site (Siberia) could be raised from 5,800 tonnes to 6,000 tonnes. According to Alexey Mironov, the Head of Sverdlovsk railways, it’s possible even to pass 9,000-tonne trains, as demonstrated by the experience of the Kolchedan-Sedelnikovo road sector.
RZD in 2009-2010 formed the system of innovative management and unified technical policy. Key performance indicators were established and tested in a trial run. Responsibilities for controlling innovative development were distributed between the Departments for Technical policy, Economy and Strategic Development, Centers of Innovative development and Technical audit, Intellectual property department, Scientific and technical data center.
As a result the White Book was enriched with the new data. The company has added a short project review that described projects fulfilled in 2009-2010. Other projects were divided into two groups: short-term (2010-2011) and medium-term (2012-2015). The section on innovations in the field of high-speed running was updated with data on associated infrastructure. Four new sections had been added: on energy efficiency, environment protection, technical control systems and on introduction of innovative satellite and geoinformation technologies. In 2007-2010, RZD saved RUR 6.7 billion through implementation of energy-saving practices.
From book to life
This year RZD adopted a new package of documents on innovations. Among them was the “Provision on establishing and implementing the plan of RZD scientific and technical development till 2015”. The most important one was “The program for innovative development of RZD till 2015”. It specifies the provisions of the White Book, and became a direct guide to operations.
While the White Book outlines main directions, the Program contains actual projects. They are presented in the context of federal programs for integrated transport industry development. In other words, the best practices of the railway industry can be expanded to improve other modes of transportation. This know-how can bring extra revenues to RZD. If in 2008 the company had 172 titles of protection for intellectual property, by the end of 2011 the amount is forecast to reach 1,400.
Even more tangible growth is expected for foreign patents: from 3 to 35 documents.
RZD formulated its proposals on this topic in the Concept of Technology platforms. In February 2011, the Ministries for Economic development and Education compiled a list of technology platforms in 22 fields of innovation and high technology. Then it was approved by a Governmental special committee. In April, the Platform for “High-speed intelligent rail transport” was included in the list.
The platform implies introduction of 400 kph rail services based on innovative technologies of traffic management and infrastructure construction. The pilot line is to be launched between Moscow and St Petersburg in the mid-term. In the long-term outlook a revolutionary new mode of transport is to be created in cooperation with international corporations. It’ll be based on magnetic levitation that allows speeds of up to 1,000 kph.
Experts say that RZD was a pioneer in its method of progressing from the White Book towards an Innovative development program. No other Russian company has ever implemented such a wide-scale plan. Most of them just mark general directions for innovation, without links to certain technologies, investments and performance indicators.
This approach gives the company great possibilities in terms of enhancing funding of research and development. According to Vladimir Yakunin, the President of the company, in 2011 these activities were supported with RUR 5.8 billion that is 21% more than in 2010. Moreover, in 2015 investment in R&D is expected to exceed 1% of planned revenues, which means that the share of expenditure on them will more than double.
by Andrey Lazarev
[~DETAIL_TEXT] => Development is needed
When the Book was prepared in 2007-2008, the wear rate of company’s main production facilities was reaching 60% (versus 34% in 1993). The total length of bottlenecks on routes amounted to 6,000 kilometres, 3,200 of them on the main lines. Yuri Chepurkin, Deputy Director of the Institute for Economics and Transport Development, explained that there were three types of overloaded routes.
First, there were roots that did not cope with the traffic flow due to the lack of road stations. The Mga-Volkhovstroy-Pikalevo section in Leningrad region is an example of this type. The second type was characterized by weak capacity of traction energy devices. Such a deficit is typical for Far East regions. And there were districts where the specific features of the track prevented efficient operation, like in the Southern and Far East regions.
As regards the rolling stock, Russia did not succeed in launching production of modern diesel freight locomotives, dual-system locomotives, trains with commutatorless traction motors and high-speed trains.
The company was in dire need of innovative technologies, composite material and bainitic steels. The quality of rail fastenings fell behind European standards. Road infrastructure was unfit for modern traffic control automation and high-speed transportation. High-speed trains required high-strength, heat-resistant rails that in Russia existed only in drafts.
The quality of traction substations and electrical control systems lagged behind as well. Intelligent systems were just being tested. Almost all railroad automation introduced before 1990 turned out to be incompatible with modern information systems, so adequate energy supply became quite a complicated issue.
RZD experts made an attempt to classify these urgent problems and find an optimal approach to them. All key performance indicators of RZD had been analyzed, including the technical condition of the wagon and locomotive fleet, electrical and electronic equipment, metals and crossing points.
The Strategy for Scientific and Technological Development at Russian Railways up to 2015 became the result of this work, the document is also known as the White Book of RZD.
Setting directions
The initial version of the Book identified eight key areas of innovative development: traffic management systems and logistics, infrastructure, rolling stock, traffic safety control, operational safety, high-speed running, corporate quality management and economic efficiency. Vladimir Vorobiev, RZD Vice President, stressed that the book provided general guidelines on how to update rail industry products and services.
As the book sets key objectives for track facility modernization, and technical specifications for rail construction could be derived from these descriptions. On a trial basis the specifications were presented to Nizhny Tagil Iron and Steel Plant, Mechel and Novolipetsk Metallurgical Plants, so that they could adapt their innovative programs to these standards. Requirements for track repairs were adopted by TVEMA Group which had worked out an automated rail safety diagnostic complex called “integral”. It was meant to increase the run of the rolling stock before the first planned repair, as well as its operating life and axle loading. These measures would allow the company to improve the productivity of new cars by 5-10% and cut operational costs by 10-20%. Savings could be directed to innovative developments.
The White Book also provided guidelines for RZD suppliers on the company’s requirements for labour-saving technologies, multifunctional traffic management systems, switching control, freight yards operations and satellite navigation.
In 2009-2010 the White Book stepped up adoption of several corporate regulations on innovative development. Afterwards the list was expanded with new documents, including:
• RZD Environmental strategy up to 2015 with an outlook to 2030;
• Unified technical policy of the RZD holding;
• Program for international scientific and technological cooperation, introduction of new facilities, modernization and automation of manufacturing capacities, high-speed and super-high-speed transportation development in 2011-2013;
• Energy supply strategy till 2015 with an outlook up to 2030;
• Distribution of powers in the fields of technical development management, innovative activities and safety control of RZD operations.
In 2010 the Company has formed the regulatory framework that set standards for technical goods ordered by RZD. The company also adopted the requirements for innovation projects in the rail transport industry, recommendations on how to analyze the competitiveness of new projects, as well as several corporate standards regulating innovative activities.
After all aforementioned regulations were enacted, it became clear that the strategies outlined in the White Book should be updated. For example, it was proved that the tonnage rating for freight trains on the Kuzbass-Soviet Harbour site (Siberia) could be raised from 5,800 tonnes to 6,000 tonnes. According to Alexey Mironov, the Head of Sverdlovsk railways, it’s possible even to pass 9,000-tonne trains, as demonstrated by the experience of the Kolchedan-Sedelnikovo road sector.
RZD in 2009-2010 formed the system of innovative management and unified technical policy. Key performance indicators were established and tested in a trial run. Responsibilities for controlling innovative development were distributed between the Departments for Technical policy, Economy and Strategic Development, Centers of Innovative development and Technical audit, Intellectual property department, Scientific and technical data center.
As a result the White Book was enriched with the new data. The company has added a short project review that described projects fulfilled in 2009-2010. Other projects were divided into two groups: short-term (2010-2011) and medium-term (2012-2015). The section on innovations in the field of high-speed running was updated with data on associated infrastructure. Four new sections had been added: on energy efficiency, environment protection, technical control systems and on introduction of innovative satellite and geoinformation technologies. In 2007-2010, RZD saved RUR 6.7 billion through implementation of energy-saving practices.
From book to life
This year RZD adopted a new package of documents on innovations. Among them was the “Provision on establishing and implementing the plan of RZD scientific and technical development till 2015”. The most important one was “The program for innovative development of RZD till 2015”. It specifies the provisions of the White Book, and became a direct guide to operations.
While the White Book outlines main directions, the Program contains actual projects. They are presented in the context of federal programs for integrated transport industry development. In other words, the best practices of the railway industry can be expanded to improve other modes of transportation. This know-how can bring extra revenues to RZD. If in 2008 the company had 172 titles of protection for intellectual property, by the end of 2011 the amount is forecast to reach 1,400.
Even more tangible growth is expected for foreign patents: from 3 to 35 documents.
RZD formulated its proposals on this topic in the Concept of Technology platforms. In February 2011, the Ministries for Economic development and Education compiled a list of technology platforms in 22 fields of innovation and high technology. Then it was approved by a Governmental special committee. In April, the Platform for “High-speed intelligent rail transport” was included in the list.
The platform implies introduction of 400 kph rail services based on innovative technologies of traffic management and infrastructure construction. The pilot line is to be launched between Moscow and St Petersburg in the mid-term. In the long-term outlook a revolutionary new mode of transport is to be created in cooperation with international corporations. It’ll be based on magnetic levitation that allows speeds of up to 1,000 kph.
Experts say that RZD was a pioneer in its method of progressing from the White Book towards an Innovative development program. No other Russian company has ever implemented such a wide-scale plan. Most of them just mark general directions for innovation, without links to certain technologies, investments and performance indicators.
This approach gives the company great possibilities in terms of enhancing funding of research and development. According to Vladimir Yakunin, the President of the company, in 2011 these activities were supported with RUR 5.8 billion that is 21% more than in 2010. Moreover, in 2015 investment in R&D is expected to exceed 1% of planned revenues, which means that the share of expenditure on them will more than double.
by Andrey Lazarev
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Alexander Lukyanov, First Deputy Head of the Wagon Facilities Department at RZD’s Infrastructure Central Directorate, talks about the present and the future of Russian Railways’ wagon repair complex.Array
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[DETAIL_TEXT] => Forgetful Owners…
– Mr Lukyanov, the results of RZD’s wagon repair enterprises (the amount of fulfilled work, profit, accounts receivable etc.) in 2011 are not very good. What are the basic reasons for the situation – difficulties of the transition, a worse economic situation, system failures or was it something else?
– After the launch of the Infrastructure Central Directorate – an affiliate of RZD, which includes exploitation of the wagon complex – the functions of the wagon facilities did not change.
At the same time, the increase in the share of private rolling stock park in Russia stimulated significant changes in the system of relations and approaches to solving different questions (including organisation of current uncoupling repair).
Nowadays, with the rolling stock park becoming private, the issue of wagon runs without failures is especially urgent, because it is one of the factors providing failure-free operation of railway transport and cargo delivery on time.
Today, over 900,000 of Russia’s one million cargo wagons (or 92%) are private. Consequently, the volume of their repair has increased, which has caused difficulties with document turnover and provision of documents about the completed repair to clients. Earlier, when most railcars belonged to RZD, most documents were not formalised.
There is a problem connected with the structure of rolling stock owners. Nowadays, there are approximately 2,000 registered wagon owners (apart from subsidiaries of RZD). Of that, 34% own parks of 10 or fewer units, another 32% have 50 or fewer railcars. As a rule, owners of small parks rent their wagons to large companies, subcontracting wagon maintenance to them. Often, they do not report information about the lessee in a proper way. For this reason, wagons idle a lot in the workshop because we are trying to find out to whom they belong.
… And Flimsy Details
– Is demand for rolling stock repair growing? What is your opinion on the quality of new machinery?
– In the first six months of 2011, we fulfilled the current uncoupling repair of 555,000 wagons. Of that, 461,000 were private railcars, and 94,000 units were public.
Starting from 2005, we observed a stable tendency – the number of cargo wagon setoffs for the current uncoupling repair was falling. This year, the setoffs caused by the failures of wheel-sets remained practically the same as in 2010; those caused by the failures of axle and train-stop equipment reduced. Meanwhile, the number of setoffs caused by defects in bogies increased by 36%.
The reason for this was traffic safety provision, because the risk of bogies’ solebar fractures was very high, since their quality is poor. In 2010, there were 21 fractures of solebars. This year, there have been 20 fractures, which caused two train crashes, one breakdown, and 15 derailments. Losses amounted to hundreds of millions of roubles.
Most broken solebars were new – 75% of them were less than three years old. We are alarmed that new wagons have appeared, the quality of which is so bad.
RZD does everything it can to prevent such situations. Railcar inspectors at technical maintenance stations identified over 12,000 defective solebars in 2010, and approximately 4,000 this year. Last year and in the first half of 2011, the company gave RUR 100 million to reward the inspectors, who identified defective cast details. And this expenditure was to be suffered by the producer of the solebars, who distance themselves from the situation.
Expired Responsibility
– What is the reason for the increase in accounts receivable? Railcar owners speak about the low efficiency of RZD’s divisions, which cannot provide proper document acceptance and formalisation, and repairmen blame their clients for malicious actions to avoid paying. What happens in reality?
– The increase in accounts receivable was caused by two factors – work in accordance with guarantee letters because of the lack of contracts for the current uncoupling repair, and growth of document turnover. Two documents were formalised for each wagon earlier, but after the private park appeared, document turnover has increased significantly – six or even more documents are now formalised for each railcar. Moreover, a lot of time is needed to get the document signed by the two parties.
Automation of the current uncoupling repair processes is needed to make the document turnover faster, and a lot of measures for that are being taken now.
To reduce time a railcar spends under repair, man-hours, and costs, cargo wagon current uncoupling repairs from January 1, 2012 will be provided only if there is a proper contract. Nowadays, we use two schemes to settle accounts – either actual expenses or a set price – with rolling stock owners who concluded contracts for the current uncoupling repair.
To make price formation more transparent, RZD revises contracts for the current uncoupling repair of railcars in accordance with the actual expenses.
– Some specialists believe that RZD’s repair complex turned out to be unprepared to operate under new conditions. Now, when there is no longer any public park, repair enterprises do not have the instruments to fulfill their tasks efficiently. Do you share this viewpoint? What should be changed?
– The capacities of the railcar repair enterprises were monitored in 2011. Bottlenecks in the organisation of work at the stations for current uncoupling repair and available reserves were revealed.
To eliminate the bottle-necks, some stations providing current uncoupling repair at mass loading railway stations switched to 24-hour working day. As a result, the average time spent by cargo wagons under the current repair fell from 118.4 hours in 2010 to 87.6 hours in the 1st half of 2011.
A directive document has been developed on the organisation and technology of cargo railcars repair when they are being prepared for loading (TR-1). The document contains common technical requirements to be met by empty cargo wagons after they have been prepared for loading. It came in force in December 2010, which allowed observation of all normative and legislative aspects in document formalisation and separate record-keeping of railcars needing current uncoupling repair.
For a rolling-stock owner, the division into TR-1 (current repair when preparing a wagon for loading) and TR-2 (enlarged repair when it is necessary to lift the car body and to replace stamped details, repair of a railcar in a transit train) will cut repair costs because the price of TR-1 is a fifth or even a seventh of the cost of TR-2.
– Often, rolling stock owners complain that the price for the repair services is based not on actual expenditures, but on a set price. Sometimes, the difference between the real volume of provided services and the sum they have to pay is several thousand roubles per wagon. Meanwhile, about 80% of revenue from repairs is received from those done at a set price. Do you consider operators’ claims valid?
– I have already said that starting from 2012, current uncoupling repair will be provided only if there is a contract envisaging payments in accordance with actual expenses. RZD has developed a price list for works provided during the current uncoupling repair to use it to interact with all rolling stock owners. In this case, the price will be calculated as the sum of all works fulfilled in accordance with the prices set in the price list and the cost of replaced details. This method will be convenient to calculate the cost of repair where customer-owned spares are used. The price list can be found on the official website of RZD.
High-Tech Wagon Repair
– Do you think that the problem of railcars with new modifications is a pressing one? Often, operators have to look for, purchase and even deliver the necessary spares themselves to get such railcars repaired. It does not stimulate operators to purchase new rolling stock. What measures are being taken to avoid such incidents?
– It is the owner who chooses the manufacturer and configuration. Having purchased new freight wagons outside Russia, operators face difficulties when repairing them on RF territory, because there are no proper spare parts. Thus, necessary spares are to be ordered and bought individually.
Wagon repair plants, which are interested in marketing their new models of cargo railcars in Russia, are looking at new ways of working with RZD. An example is the Tikhvin Wagon Repair Plant. When preparing railways’ wagon facilities for exploitation of rolling stock with Barber bogies, the company’s specialists study the mechanism, technology of maintenance and current repair of bogies of the 18-9810 model.
– Does RZD plan to upgrade the production base of repair enterprises? What is the planned volume of investments in 2011 and in the coming years?
– RZD developed and is now carrying out the programme “Development of Wagon Facilities Exploitation Enterprises.” In accordance with this, special tracks for cargo wagons repair and stations for rolling stock preparation for loading are to be equipped with technical facilities.
This year, work is in progress to construct tracks for current uncoupling repair at the Ivangorod railway station of Oktyabrskaya Railway (an affiliate of RZD), to complete the equipment of points for wagon preparation at the Bryansk-L’govsky station of Moscow Railway (an affiliate of RZD) and to develop it; and to complete the equipment of the maintenance depot at the Maxim Gor’ky station of Privolzhskaya Railway (an affiliate of RZD).
The wagon flow in the eastern part of the country increased. Consequently, the demand for current repair there has also grown. So, in the framework of the programme mentioned above, we planned works to reconstruct the maintenance depot at Moskovka station on the West-Siberian Railway (an affiliate of RZD); to complete equipping the maintenance depot at the Vkhodnaya station on the West-Siberian Railway and the station for current uncoupling repair at the Khabarovsk-2 railway station on the Far Eastern Railway (an affiliate of RZD); and to develop current uncoupling repair at the Krasnoyarsk-Vostochny station of Krasnoyarskaya Railway (an affiliate of RZD). All this is just a small part of the programme. RZD is investing RUR 1.3 billion in wagon repair complex development in 2011.
– RZD believes that implementation of new technologies is a serious resource to improve the efficiency of the repair complex. According to the company’s specialists, such technologies should be put into operation not only in workshops, but in the management system, and in the sphere of relations with clients. What can you say about the progress in development and implementation of TOR EK?
– A plan of measures for implementation of TOR EK (Electronic Corporate System of Current Uncoupling Repair) information resource has been developed. In accordance with the plan, working groups are acting at eight railways already, employees are being trained, and software is being set up. Further work will be carried out according to the schedule set at each railway.
TOR EK information resource organises automation of the technological process – from train maintenance and broken wagon identification to railcar release after repair. Almost all steps have been considered, including formation of preliminary and final documents (list of defects, cost calculation), control over the availability of the contract on current uncoupling repair with the cargo wagon owner, registration of material and technical sources necessary for railcar repair etc.
Interviewed by Dmitry Hantsevich
[~DETAIL_TEXT] => Forgetful Owners…
– Mr Lukyanov, the results of RZD’s wagon repair enterprises (the amount of fulfilled work, profit, accounts receivable etc.) in 2011 are not very good. What are the basic reasons for the situation – difficulties of the transition, a worse economic situation, system failures or was it something else?
– After the launch of the Infrastructure Central Directorate – an affiliate of RZD, which includes exploitation of the wagon complex – the functions of the wagon facilities did not change.
At the same time, the increase in the share of private rolling stock park in Russia stimulated significant changes in the system of relations and approaches to solving different questions (including organisation of current uncoupling repair).
Nowadays, with the rolling stock park becoming private, the issue of wagon runs without failures is especially urgent, because it is one of the factors providing failure-free operation of railway transport and cargo delivery on time.
Today, over 900,000 of Russia’s one million cargo wagons (or 92%) are private. Consequently, the volume of their repair has increased, which has caused difficulties with document turnover and provision of documents about the completed repair to clients. Earlier, when most railcars belonged to RZD, most documents were not formalised.
There is a problem connected with the structure of rolling stock owners. Nowadays, there are approximately 2,000 registered wagon owners (apart from subsidiaries of RZD). Of that, 34% own parks of 10 or fewer units, another 32% have 50 or fewer railcars. As a rule, owners of small parks rent their wagons to large companies, subcontracting wagon maintenance to them. Often, they do not report information about the lessee in a proper way. For this reason, wagons idle a lot in the workshop because we are trying to find out to whom they belong.
… And Flimsy Details
– Is demand for rolling stock repair growing? What is your opinion on the quality of new machinery?
– In the first six months of 2011, we fulfilled the current uncoupling repair of 555,000 wagons. Of that, 461,000 were private railcars, and 94,000 units were public.
Starting from 2005, we observed a stable tendency – the number of cargo wagon setoffs for the current uncoupling repair was falling. This year, the setoffs caused by the failures of wheel-sets remained practically the same as in 2010; those caused by the failures of axle and train-stop equipment reduced. Meanwhile, the number of setoffs caused by defects in bogies increased by 36%.
The reason for this was traffic safety provision, because the risk of bogies’ solebar fractures was very high, since their quality is poor. In 2010, there were 21 fractures of solebars. This year, there have been 20 fractures, which caused two train crashes, one breakdown, and 15 derailments. Losses amounted to hundreds of millions of roubles.
Most broken solebars were new – 75% of them were less than three years old. We are alarmed that new wagons have appeared, the quality of which is so bad.
RZD does everything it can to prevent such situations. Railcar inspectors at technical maintenance stations identified over 12,000 defective solebars in 2010, and approximately 4,000 this year. Last year and in the first half of 2011, the company gave RUR 100 million to reward the inspectors, who identified defective cast details. And this expenditure was to be suffered by the producer of the solebars, who distance themselves from the situation.
Expired Responsibility
– What is the reason for the increase in accounts receivable? Railcar owners speak about the low efficiency of RZD’s divisions, which cannot provide proper document acceptance and formalisation, and repairmen blame their clients for malicious actions to avoid paying. What happens in reality?
– The increase in accounts receivable was caused by two factors – work in accordance with guarantee letters because of the lack of contracts for the current uncoupling repair, and growth of document turnover. Two documents were formalised for each wagon earlier, but after the private park appeared, document turnover has increased significantly – six or even more documents are now formalised for each railcar. Moreover, a lot of time is needed to get the document signed by the two parties.
Automation of the current uncoupling repair processes is needed to make the document turnover faster, and a lot of measures for that are being taken now.
To reduce time a railcar spends under repair, man-hours, and costs, cargo wagon current uncoupling repairs from January 1, 2012 will be provided only if there is a proper contract. Nowadays, we use two schemes to settle accounts – either actual expenses or a set price – with rolling stock owners who concluded contracts for the current uncoupling repair.
To make price formation more transparent, RZD revises contracts for the current uncoupling repair of railcars in accordance with the actual expenses.
– Some specialists believe that RZD’s repair complex turned out to be unprepared to operate under new conditions. Now, when there is no longer any public park, repair enterprises do not have the instruments to fulfill their tasks efficiently. Do you share this viewpoint? What should be changed?
– The capacities of the railcar repair enterprises were monitored in 2011. Bottlenecks in the organisation of work at the stations for current uncoupling repair and available reserves were revealed.
To eliminate the bottle-necks, some stations providing current uncoupling repair at mass loading railway stations switched to 24-hour working day. As a result, the average time spent by cargo wagons under the current repair fell from 118.4 hours in 2010 to 87.6 hours in the 1st half of 2011.
A directive document has been developed on the organisation and technology of cargo railcars repair when they are being prepared for loading (TR-1). The document contains common technical requirements to be met by empty cargo wagons after they have been prepared for loading. It came in force in December 2010, which allowed observation of all normative and legislative aspects in document formalisation and separate record-keeping of railcars needing current uncoupling repair.
For a rolling-stock owner, the division into TR-1 (current repair when preparing a wagon for loading) and TR-2 (enlarged repair when it is necessary to lift the car body and to replace stamped details, repair of a railcar in a transit train) will cut repair costs because the price of TR-1 is a fifth or even a seventh of the cost of TR-2.
– Often, rolling stock owners complain that the price for the repair services is based not on actual expenditures, but on a set price. Sometimes, the difference between the real volume of provided services and the sum they have to pay is several thousand roubles per wagon. Meanwhile, about 80% of revenue from repairs is received from those done at a set price. Do you consider operators’ claims valid?
– I have already said that starting from 2012, current uncoupling repair will be provided only if there is a contract envisaging payments in accordance with actual expenses. RZD has developed a price list for works provided during the current uncoupling repair to use it to interact with all rolling stock owners. In this case, the price will be calculated as the sum of all works fulfilled in accordance with the prices set in the price list and the cost of replaced details. This method will be convenient to calculate the cost of repair where customer-owned spares are used. The price list can be found on the official website of RZD.
High-Tech Wagon Repair
– Do you think that the problem of railcars with new modifications is a pressing one? Often, operators have to look for, purchase and even deliver the necessary spares themselves to get such railcars repaired. It does not stimulate operators to purchase new rolling stock. What measures are being taken to avoid such incidents?
– It is the owner who chooses the manufacturer and configuration. Having purchased new freight wagons outside Russia, operators face difficulties when repairing them on RF territory, because there are no proper spare parts. Thus, necessary spares are to be ordered and bought individually.
Wagon repair plants, which are interested in marketing their new models of cargo railcars in Russia, are looking at new ways of working with RZD. An example is the Tikhvin Wagon Repair Plant. When preparing railways’ wagon facilities for exploitation of rolling stock with Barber bogies, the company’s specialists study the mechanism, technology of maintenance and current repair of bogies of the 18-9810 model.
– Does RZD plan to upgrade the production base of repair enterprises? What is the planned volume of investments in 2011 and in the coming years?
– RZD developed and is now carrying out the programme “Development of Wagon Facilities Exploitation Enterprises.” In accordance with this, special tracks for cargo wagons repair and stations for rolling stock preparation for loading are to be equipped with technical facilities.
This year, work is in progress to construct tracks for current uncoupling repair at the Ivangorod railway station of Oktyabrskaya Railway (an affiliate of RZD), to complete the equipment of points for wagon preparation at the Bryansk-L’govsky station of Moscow Railway (an affiliate of RZD) and to develop it; and to complete the equipment of the maintenance depot at the Maxim Gor’ky station of Privolzhskaya Railway (an affiliate of RZD).
The wagon flow in the eastern part of the country increased. Consequently, the demand for current repair there has also grown. So, in the framework of the programme mentioned above, we planned works to reconstruct the maintenance depot at Moskovka station on the West-Siberian Railway (an affiliate of RZD); to complete equipping the maintenance depot at the Vkhodnaya station on the West-Siberian Railway and the station for current uncoupling repair at the Khabarovsk-2 railway station on the Far Eastern Railway (an affiliate of RZD); and to develop current uncoupling repair at the Krasnoyarsk-Vostochny station of Krasnoyarskaya Railway (an affiliate of RZD). All this is just a small part of the programme. RZD is investing RUR 1.3 billion in wagon repair complex development in 2011.
– RZD believes that implementation of new technologies is a serious resource to improve the efficiency of the repair complex. According to the company’s specialists, such technologies should be put into operation not only in workshops, but in the management system, and in the sphere of relations with clients. What can you say about the progress in development and implementation of TOR EK?
– A plan of measures for implementation of TOR EK (Electronic Corporate System of Current Uncoupling Repair) information resource has been developed. In accordance with the plan, working groups are acting at eight railways already, employees are being trained, and software is being set up. Further work will be carried out according to the schedule set at each railway.
TOR EK information resource organises automation of the technological process – from train maintenance and broken wagon identification to railcar release after repair. Almost all steps have been considered, including formation of preliminary and final documents (list of defects, cost calculation), control over the availability of the contract on current uncoupling repair with the cargo wagon owner, registration of material and technical sources necessary for railcar repair etc.
Interviewed by Dmitry Hantsevich
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[SECTION_META_DESCRIPTION] => <img src="/ufiles/image/rus/inter/2011/3/7.jpg" border="1" alt=" " hspace="5" width="200" height="237" align="left" />Alexander Lukyanov, First Deputy Head of the Wagon Facilities Department at RZD’s Infrastructure Central Directorate, talks about the present and the future of Russian Railways’ wagon repair complex.
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[DETAIL_TEXT] => Forgetful Owners…
– Mr Lukyanov, the results of RZD’s wagon repair enterprises (the amount of fulfilled work, profit, accounts receivable etc.) in 2011 are not very good. What are the basic reasons for the situation – difficulties of the transition, a worse economic situation, system failures or was it something else?
– After the launch of the Infrastructure Central Directorate – an affiliate of RZD, which includes exploitation of the wagon complex – the functions of the wagon facilities did not change.
At the same time, the increase in the share of private rolling stock park in Russia stimulated significant changes in the system of relations and approaches to solving different questions (including organisation of current uncoupling repair).
Nowadays, with the rolling stock park becoming private, the issue of wagon runs without failures is especially urgent, because it is one of the factors providing failure-free operation of railway transport and cargo delivery on time.
Today, over 900,000 of Russia’s one million cargo wagons (or 92%) are private. Consequently, the volume of their repair has increased, which has caused difficulties with document turnover and provision of documents about the completed repair to clients. Earlier, when most railcars belonged to RZD, most documents were not formalised.
There is a problem connected with the structure of rolling stock owners. Nowadays, there are approximately 2,000 registered wagon owners (apart from subsidiaries of RZD). Of that, 34% own parks of 10 or fewer units, another 32% have 50 or fewer railcars. As a rule, owners of small parks rent their wagons to large companies, subcontracting wagon maintenance to them. Often, they do not report information about the lessee in a proper way. For this reason, wagons idle a lot in the workshop because we are trying to find out to whom they belong.
… And Flimsy Details
– Is demand for rolling stock repair growing? What is your opinion on the quality of new machinery?
– In the first six months of 2011, we fulfilled the current uncoupling repair of 555,000 wagons. Of that, 461,000 were private railcars, and 94,000 units were public.
Starting from 2005, we observed a stable tendency – the number of cargo wagon setoffs for the current uncoupling repair was falling. This year, the setoffs caused by the failures of wheel-sets remained practically the same as in 2010; those caused by the failures of axle and train-stop equipment reduced. Meanwhile, the number of setoffs caused by defects in bogies increased by 36%.
The reason for this was traffic safety provision, because the risk of bogies’ solebar fractures was very high, since their quality is poor. In 2010, there were 21 fractures of solebars. This year, there have been 20 fractures, which caused two train crashes, one breakdown, and 15 derailments. Losses amounted to hundreds of millions of roubles.
Most broken solebars were new – 75% of them were less than three years old. We are alarmed that new wagons have appeared, the quality of which is so bad.
RZD does everything it can to prevent such situations. Railcar inspectors at technical maintenance stations identified over 12,000 defective solebars in 2010, and approximately 4,000 this year. Last year and in the first half of 2011, the company gave RUR 100 million to reward the inspectors, who identified defective cast details. And this expenditure was to be suffered by the producer of the solebars, who distance themselves from the situation.
Expired Responsibility
– What is the reason for the increase in accounts receivable? Railcar owners speak about the low efficiency of RZD’s divisions, which cannot provide proper document acceptance and formalisation, and repairmen blame their clients for malicious actions to avoid paying. What happens in reality?
– The increase in accounts receivable was caused by two factors – work in accordance with guarantee letters because of the lack of contracts for the current uncoupling repair, and growth of document turnover. Two documents were formalised for each wagon earlier, but after the private park appeared, document turnover has increased significantly – six or even more documents are now formalised for each railcar. Moreover, a lot of time is needed to get the document signed by the two parties.
Automation of the current uncoupling repair processes is needed to make the document turnover faster, and a lot of measures for that are being taken now.
To reduce time a railcar spends under repair, man-hours, and costs, cargo wagon current uncoupling repairs from January 1, 2012 will be provided only if there is a proper contract. Nowadays, we use two schemes to settle accounts – either actual expenses or a set price – with rolling stock owners who concluded contracts for the current uncoupling repair.
To make price formation more transparent, RZD revises contracts for the current uncoupling repair of railcars in accordance with the actual expenses.
– Some specialists believe that RZD’s repair complex turned out to be unprepared to operate under new conditions. Now, when there is no longer any public park, repair enterprises do not have the instruments to fulfill their tasks efficiently. Do you share this viewpoint? What should be changed?
– The capacities of the railcar repair enterprises were monitored in 2011. Bottlenecks in the organisation of work at the stations for current uncoupling repair and available reserves were revealed.
To eliminate the bottle-necks, some stations providing current uncoupling repair at mass loading railway stations switched to 24-hour working day. As a result, the average time spent by cargo wagons under the current repair fell from 118.4 hours in 2010 to 87.6 hours in the 1st half of 2011.
A directive document has been developed on the organisation and technology of cargo railcars repair when they are being prepared for loading (TR-1). The document contains common technical requirements to be met by empty cargo wagons after they have been prepared for loading. It came in force in December 2010, which allowed observation of all normative and legislative aspects in document formalisation and separate record-keeping of railcars needing current uncoupling repair.
For a rolling-stock owner, the division into TR-1 (current repair when preparing a wagon for loading) and TR-2 (enlarged repair when it is necessary to lift the car body and to replace stamped details, repair of a railcar in a transit train) will cut repair costs because the price of TR-1 is a fifth or even a seventh of the cost of TR-2.
– Often, rolling stock owners complain that the price for the repair services is based not on actual expenditures, but on a set price. Sometimes, the difference between the real volume of provided services and the sum they have to pay is several thousand roubles per wagon. Meanwhile, about 80% of revenue from repairs is received from those done at a set price. Do you consider operators’ claims valid?
– I have already said that starting from 2012, current uncoupling repair will be provided only if there is a contract envisaging payments in accordance with actual expenses. RZD has developed a price list for works provided during the current uncoupling repair to use it to interact with all rolling stock owners. In this case, the price will be calculated as the sum of all works fulfilled in accordance with the prices set in the price list and the cost of replaced details. This method will be convenient to calculate the cost of repair where customer-owned spares are used. The price list can be found on the official website of RZD.
High-Tech Wagon Repair
– Do you think that the problem of railcars with new modifications is a pressing one? Often, operators have to look for, purchase and even deliver the necessary spares themselves to get such railcars repaired. It does not stimulate operators to purchase new rolling stock. What measures are being taken to avoid such incidents?
– It is the owner who chooses the manufacturer and configuration. Having purchased new freight wagons outside Russia, operators face difficulties when repairing them on RF territory, because there are no proper spare parts. Thus, necessary spares are to be ordered and bought individually.
Wagon repair plants, which are interested in marketing their new models of cargo railcars in Russia, are looking at new ways of working with RZD. An example is the Tikhvin Wagon Repair Plant. When preparing railways’ wagon facilities for exploitation of rolling stock with Barber bogies, the company’s specialists study the mechanism, technology of maintenance and current repair of bogies of the 18-9810 model.
– Does RZD plan to upgrade the production base of repair enterprises? What is the planned volume of investments in 2011 and in the coming years?
– RZD developed and is now carrying out the programme “Development of Wagon Facilities Exploitation Enterprises.” In accordance with this, special tracks for cargo wagons repair and stations for rolling stock preparation for loading are to be equipped with technical facilities.
This year, work is in progress to construct tracks for current uncoupling repair at the Ivangorod railway station of Oktyabrskaya Railway (an affiliate of RZD), to complete the equipment of points for wagon preparation at the Bryansk-L’govsky station of Moscow Railway (an affiliate of RZD) and to develop it; and to complete the equipment of the maintenance depot at the Maxim Gor’ky station of Privolzhskaya Railway (an affiliate of RZD).
The wagon flow in the eastern part of the country increased. Consequently, the demand for current repair there has also grown. So, in the framework of the programme mentioned above, we planned works to reconstruct the maintenance depot at Moskovka station on the West-Siberian Railway (an affiliate of RZD); to complete equipping the maintenance depot at the Vkhodnaya station on the West-Siberian Railway and the station for current uncoupling repair at the Khabarovsk-2 railway station on the Far Eastern Railway (an affiliate of RZD); and to develop current uncoupling repair at the Krasnoyarsk-Vostochny station of Krasnoyarskaya Railway (an affiliate of RZD). All this is just a small part of the programme. RZD is investing RUR 1.3 billion in wagon repair complex development in 2011.
– RZD believes that implementation of new technologies is a serious resource to improve the efficiency of the repair complex. According to the company’s specialists, such technologies should be put into operation not only in workshops, but in the management system, and in the sphere of relations with clients. What can you say about the progress in development and implementation of TOR EK?
– A plan of measures for implementation of TOR EK (Electronic Corporate System of Current Uncoupling Repair) information resource has been developed. In accordance with the plan, working groups are acting at eight railways already, employees are being trained, and software is being set up. Further work will be carried out according to the schedule set at each railway.
TOR EK information resource organises automation of the technological process – from train maintenance and broken wagon identification to railcar release after repair. Almost all steps have been considered, including formation of preliminary and final documents (list of defects, cost calculation), control over the availability of the contract on current uncoupling repair with the cargo wagon owner, registration of material and technical sources necessary for railcar repair etc.
Interviewed by Dmitry Hantsevich
[~DETAIL_TEXT] => Forgetful Owners…
– Mr Lukyanov, the results of RZD’s wagon repair enterprises (the amount of fulfilled work, profit, accounts receivable etc.) in 2011 are not very good. What are the basic reasons for the situation – difficulties of the transition, a worse economic situation, system failures or was it something else?
– After the launch of the Infrastructure Central Directorate – an affiliate of RZD, which includes exploitation of the wagon complex – the functions of the wagon facilities did not change.
At the same time, the increase in the share of private rolling stock park in Russia stimulated significant changes in the system of relations and approaches to solving different questions (including organisation of current uncoupling repair).
Nowadays, with the rolling stock park becoming private, the issue of wagon runs without failures is especially urgent, because it is one of the factors providing failure-free operation of railway transport and cargo delivery on time.
Today, over 900,000 of Russia’s one million cargo wagons (or 92%) are private. Consequently, the volume of their repair has increased, which has caused difficulties with document turnover and provision of documents about the completed repair to clients. Earlier, when most railcars belonged to RZD, most documents were not formalised.
There is a problem connected with the structure of rolling stock owners. Nowadays, there are approximately 2,000 registered wagon owners (apart from subsidiaries of RZD). Of that, 34% own parks of 10 or fewer units, another 32% have 50 or fewer railcars. As a rule, owners of small parks rent their wagons to large companies, subcontracting wagon maintenance to them. Often, they do not report information about the lessee in a proper way. For this reason, wagons idle a lot in the workshop because we are trying to find out to whom they belong.
… And Flimsy Details
– Is demand for rolling stock repair growing? What is your opinion on the quality of new machinery?
– In the first six months of 2011, we fulfilled the current uncoupling repair of 555,000 wagons. Of that, 461,000 were private railcars, and 94,000 units were public.
Starting from 2005, we observed a stable tendency – the number of cargo wagon setoffs for the current uncoupling repair was falling. This year, the setoffs caused by the failures of wheel-sets remained practically the same as in 2010; those caused by the failures of axle and train-stop equipment reduced. Meanwhile, the number of setoffs caused by defects in bogies increased by 36%.
The reason for this was traffic safety provision, because the risk of bogies’ solebar fractures was very high, since their quality is poor. In 2010, there were 21 fractures of solebars. This year, there have been 20 fractures, which caused two train crashes, one breakdown, and 15 derailments. Losses amounted to hundreds of millions of roubles.
Most broken solebars were new – 75% of them were less than three years old. We are alarmed that new wagons have appeared, the quality of which is so bad.
RZD does everything it can to prevent such situations. Railcar inspectors at technical maintenance stations identified over 12,000 defective solebars in 2010, and approximately 4,000 this year. Last year and in the first half of 2011, the company gave RUR 100 million to reward the inspectors, who identified defective cast details. And this expenditure was to be suffered by the producer of the solebars, who distance themselves from the situation.
Expired Responsibility
– What is the reason for the increase in accounts receivable? Railcar owners speak about the low efficiency of RZD’s divisions, which cannot provide proper document acceptance and formalisation, and repairmen blame their clients for malicious actions to avoid paying. What happens in reality?
– The increase in accounts receivable was caused by two factors – work in accordance with guarantee letters because of the lack of contracts for the current uncoupling repair, and growth of document turnover. Two documents were formalised for each wagon earlier, but after the private park appeared, document turnover has increased significantly – six or even more documents are now formalised for each railcar. Moreover, a lot of time is needed to get the document signed by the two parties.
Automation of the current uncoupling repair processes is needed to make the document turnover faster, and a lot of measures for that are being taken now.
To reduce time a railcar spends under repair, man-hours, and costs, cargo wagon current uncoupling repairs from January 1, 2012 will be provided only if there is a proper contract. Nowadays, we use two schemes to settle accounts – either actual expenses or a set price – with rolling stock owners who concluded contracts for the current uncoupling repair.
To make price formation more transparent, RZD revises contracts for the current uncoupling repair of railcars in accordance with the actual expenses.
– Some specialists believe that RZD’s repair complex turned out to be unprepared to operate under new conditions. Now, when there is no longer any public park, repair enterprises do not have the instruments to fulfill their tasks efficiently. Do you share this viewpoint? What should be changed?
– The capacities of the railcar repair enterprises were monitored in 2011. Bottlenecks in the organisation of work at the stations for current uncoupling repair and available reserves were revealed.
To eliminate the bottle-necks, some stations providing current uncoupling repair at mass loading railway stations switched to 24-hour working day. As a result, the average time spent by cargo wagons under the current repair fell from 118.4 hours in 2010 to 87.6 hours in the 1st half of 2011.
A directive document has been developed on the organisation and technology of cargo railcars repair when they are being prepared for loading (TR-1). The document contains common technical requirements to be met by empty cargo wagons after they have been prepared for loading. It came in force in December 2010, which allowed observation of all normative and legislative aspects in document formalisation and separate record-keeping of railcars needing current uncoupling repair.
For a rolling-stock owner, the division into TR-1 (current repair when preparing a wagon for loading) and TR-2 (enlarged repair when it is necessary to lift the car body and to replace stamped details, repair of a railcar in a transit train) will cut repair costs because the price of TR-1 is a fifth or even a seventh of the cost of TR-2.
– Often, rolling stock owners complain that the price for the repair services is based not on actual expenditures, but on a set price. Sometimes, the difference between the real volume of provided services and the sum they have to pay is several thousand roubles per wagon. Meanwhile, about 80% of revenue from repairs is received from those done at a set price. Do you consider operators’ claims valid?
– I have already said that starting from 2012, current uncoupling repair will be provided only if there is a contract envisaging payments in accordance with actual expenses. RZD has developed a price list for works provided during the current uncoupling repair to use it to interact with all rolling stock owners. In this case, the price will be calculated as the sum of all works fulfilled in accordance with the prices set in the price list and the cost of replaced details. This method will be convenient to calculate the cost of repair where customer-owned spares are used. The price list can be found on the official website of RZD.
High-Tech Wagon Repair
– Do you think that the problem of railcars with new modifications is a pressing one? Often, operators have to look for, purchase and even deliver the necessary spares themselves to get such railcars repaired. It does not stimulate operators to purchase new rolling stock. What measures are being taken to avoid such incidents?
– It is the owner who chooses the manufacturer and configuration. Having purchased new freight wagons outside Russia, operators face difficulties when repairing them on RF territory, because there are no proper spare parts. Thus, necessary spares are to be ordered and bought individually.
Wagon repair plants, which are interested in marketing their new models of cargo railcars in Russia, are looking at new ways of working with RZD. An example is the Tikhvin Wagon Repair Plant. When preparing railways’ wagon facilities for exploitation of rolling stock with Barber bogies, the company’s specialists study the mechanism, technology of maintenance and current repair of bogies of the 18-9810 model.
– Does RZD plan to upgrade the production base of repair enterprises? What is the planned volume of investments in 2011 and in the coming years?
– RZD developed and is now carrying out the programme “Development of Wagon Facilities Exploitation Enterprises.” In accordance with this, special tracks for cargo wagons repair and stations for rolling stock preparation for loading are to be equipped with technical facilities.
This year, work is in progress to construct tracks for current uncoupling repair at the Ivangorod railway station of Oktyabrskaya Railway (an affiliate of RZD), to complete the equipment of points for wagon preparation at the Bryansk-L’govsky station of Moscow Railway (an affiliate of RZD) and to develop it; and to complete the equipment of the maintenance depot at the Maxim Gor’ky station of Privolzhskaya Railway (an affiliate of RZD).
The wagon flow in the eastern part of the country increased. Consequently, the demand for current repair there has also grown. So, in the framework of the programme mentioned above, we planned works to reconstruct the maintenance depot at Moskovka station on the West-Siberian Railway (an affiliate of RZD); to complete equipping the maintenance depot at the Vkhodnaya station on the West-Siberian Railway and the station for current uncoupling repair at the Khabarovsk-2 railway station on the Far Eastern Railway (an affiliate of RZD); and to develop current uncoupling repair at the Krasnoyarsk-Vostochny station of Krasnoyarskaya Railway (an affiliate of RZD). All this is just a small part of the programme. RZD is investing RUR 1.3 billion in wagon repair complex development in 2011.
– RZD believes that implementation of new technologies is a serious resource to improve the efficiency of the repair complex. According to the company’s specialists, such technologies should be put into operation not only in workshops, but in the management system, and in the sphere of relations with clients. What can you say about the progress in development and implementation of TOR EK?
– A plan of measures for implementation of TOR EK (Electronic Corporate System of Current Uncoupling Repair) information resource has been developed. In accordance with the plan, working groups are acting at eight railways already, employees are being trained, and software is being set up. Further work will be carried out according to the schedule set at each railway.
TOR EK information resource organises automation of the technological process – from train maintenance and broken wagon identification to railcar release after repair. Almost all steps have been considered, including formation of preliminary and final documents (list of defects, cost calculation), control over the availability of the contract on current uncoupling repair with the cargo wagon owner, registration of material and technical sources necessary for railcar repair etc.
Interviewed by Dmitry Hantsevich
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A year ago a new division of RZD – the Central Directorate for the Management of Terminal and Warehouse Facilities – was launched as a result of railway reforms. Today, Sergey Hronopulo, Head of the new directorate, sums up the preliminary results of its first year of work.Array
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– Mr Hronopulo, a year is a long time for a new company. Is it possible to say whether the company’s launch was necessary?
– Before the Central Directorate was launched, the company’s department for commercial work in the freight transportation section was responsible for RZD’s terminal and warehouse facilities development and operation. Services provided by regional directorates were written in the Single List of Works and Services provided by RZD when organising cargo transportation. To form a universal policy to provide terminal and warehousing services and to improve their quality, including meeting deadlines envisaged in the contracts, there appeared the need for the Central Directorate.
In accordance with the Programme of Railway Reform, it was decided to turn terminal and warehousing services activity into an independent business unit. Also, the prospects for this separation were proved by the success of large international state transporters. That is why the new structure was to become a highly profitable and promising division.
The Central Directorate started to work at full capacity in the 4th quarter of 2010. It received the staff numbers and property of the railway directorates for terminal and warehousing section management. In cooperation with the departments in charge, we corrected the expenditure budgets and account balances of the railway affiliates of RZD.
All these measures provided maximum integration of the enterprises, helped to avoid internal competition between them, implement universal standards for services provision, and attract investments. Also, it was supposed to avoid some risks, including those connected with the need to separate objects with a limited turnover, but playing an important role in operating activity; and to try basic managing functions and interactions between terminals and warehouses.
Realisation of all planned measures will let the sector increase its share of the warehousing services market from the current 5% to 10% in 2015, and in the loading and unloading section – from 1.5% to 1.9%.
– What are the fundamental goals and tasks you have nowadays?
– There are two stages in the process of reforming RZD’s terminal and warehouse facilities.
The first is preliminary, when the Central Directorate for the Management of Terminal and Warehouse Facilities – an affiliate of RZD – is launched (2010-2012). The second is the creation of a subsidiary of RZD. According to the Concept, the basic goals of the preliminary stage are approbation and perfection of the basic managing functions of the Central Directorate for the Management of Terminal and Warehouse Facilities, as well as procedures of interaction between its structures and other divisions and subsidiaries of RZD.
Also, we plan to implement the terminal and warehouse facilities into the market, improve their efficiency, increase the revenue and cut expenses, analyse how effective the measures we take are, including the assessment of the target figures reached by the Central Directorate for the Management of Terminal and Warehouse Facilities.
On the whole, our basic task is to fulfill the need of consignors and consignees for terminal and warehousing services on the railway considering industrial and labour safety requirements. And our target is to increase cargo handling volumes, enlarge the revenue from services, and to improve the efficiency of terminal and warehouse facilities management.
– What is the structure of the Directorate?
– The Central Directorate has 17 affiliates on the railways. Their basis is 43 special subdivisions for loading and unloading works, and operational areas. Now, almost all the personnel have been hired. They consist of qualified specialists. The Directorate’s property includes 577 terminal yards, about 6,000 items of real estate (buildings, warehouses, and load areas), 2,600 load lifting units and 1,700 road transport units. Also, there are 18 disinfectant and washing divisions (disinfectant and washing stations and stations for wagon preparation).
– Have you calculated the profit from all these facilities?
– The volume of loading and unloading works was 109 million tons, 6.1% above the plan and 25.6% more in comparison with the same period of 2009. In 2010, the planned figures set by RZD for basic activities were reached. In particular, the revenue exceeded RUR 12 billion. And the profit was approximately RUR 3.5 billion, 10% more than had been planned. The efficiency of works and services amounted to 39.8%. Labour efficiency grew by 18% in comparison with 2009 and by 2.7% compared with what was planned.
Terminal and Warehouse Facilities on the Transport Services Market
– How did you manage to get such results?
– Better efficiency of the Central Directorate in 2010 was a consequence of organisational measures taken to cut expenditures and increase revenue from works and services typical of this business in the cargo transportation sector.
In volume terms, the terminal and warehouse facilities almost reached pre-crisis levels. It helped neutralise the impact of the economic crisis. The profitability of the Directorate’s activities was 6.5% more than profitability in 2008.
– Did you have any problems when interacting with other divisions and subsidiaries of RZD?
– As you know, the structure of wagon parks on the railway network changed during the reform. Nowadays, Freight One and Freight Two own the rolling stock which used to be the property of RZD; the terms of railcar supply for cargo transportation have changed too.
We worry about the issue of wagon supply for loading intermediate bulk containers in public places and import cargo handling from Chinese wagons (1,435 mm gauge) to Russian railcars (1,520 mm gauge) at the Grodekovo and the Zabaikalsk railway stations. As a result, loading volume falls and services provided by railways become less attractive.
– Are all these drawbacks considered when new targets are set?
– Yes, they are. One of the priorities is to continue to improve the terminal and warehouse facilities management system and to make it more efficient. In 2011, measures aimed at optimising the management structure come to the fore. The main task is to enlarge cargo handling volumes and fulfill the whole pack of services available at terminal and warehouse facilities.
Other important issues are optimisation of the structure, investment programme realisation (in terms of capital investments, this is 40% more than in 2010), and growth of efficiency of RZD’s real estate use.
This year, our revenue from basic activities is to amount to RUR 13.5 billion (111.5% of that in our 2010 report), and expenditure will be RUR 9.7 billion (109% of 2010 figures). The planned financial result is RUR 3.8 billion, which coincides with the figures set for 2011 in the Concept.
To Make the Right Choice
– In which pilot projects of RZD does the Central Directorate participate?
– Lately, piggyback transportation has become popular in the world because of the worsening ecological situation and a significant increase in the load on the road network. RZD has not used this technology before, but now there are prerequisites to organise such transportation in some directions. The Central Directorate actively participates in the pilot project of piggyback transportation development in the RF. We need to develop the new type of transport services, improve the competitiveness of the Russian transport system, and increase the profitability of terminal and warehouse facilities.
The project of piggyback transportation in cooperation with the Finnish railways on the Helsinki – St Petersburg – Moscow line has been offered as the first step. Finnish flat wagons are supposed to be used. To carry out this project, the infrastructure capacity of the Central Directorate has been analysed and bottlenecks at the terminals for loading and unloading operations have been identified.
In April – May, there were test journeys on the Buslovskaya – Kuntsevo-2 line. As a result of them, the cargo fastening on open-top rolling stock safety certificate was received, the size of Finnish piggyback flat wagons with automotive semi-trailers was checked, and loading and unloading operations were fulfilled at Kuntsevo-2 station.
These test journeys will be the basis for the decision on the viability of launching piggyback transportation on the network of Russian Railways.
– What is your opinion on the prospects for further development of terminal and warehouse facilities?
– As I have said, the basic goals of the Central Directorate is to integrate the Central Directorate for the Management of Terminal and Warehouse Facilities into the market environment, attract additional cargo flows to the railway by re-directing freight from other transport modes, and enlarge the range of services in accordance with the needs of the market.
The analysis of activity of regional directorates showed that nowadays, when loading and unloading operations are carried out, there are no such services as marking, packing, barcoding, completing, etc. The demand for a complex transport-logistic service, envisaging a wide range of operations, including transportation and handling of cargo, is growing.
Creation of cargo goods yards on the railway network is important as well. They will help to provide stable work for terminal and warehouse facilities, apply up-to-date technologies and logistics principles, and organise a single technologically closed process to service clients.
Taking into account the significant deterioration of the Directorate’s key assets, one of the most important tasks is to use investment in 2011-2015. The share of open freight areas which need capital repair is 40%, and that of warehouse infrastructure is 45%. In the near future, more than half of the 2,579 cargo lifting units are to be replaced.
The 2011-2013 investment programme of the Central Directorate envisages construction and reconstruction of terminal and warehouse facilities, purchase of different types of machinery, and enlargement of the number of motor vehicles.
On the whole, renewal and repair of the basic assets, putting loading and unloading mechanisms to work in accordance with the relevant volume of cargo is the basis for the proper functioning and further development of the Directorate’s facilities.
At the end of our conversation, I would like to emphasise that the most significant effect of the Central Directorate launch was the strengthening of the company’s position on the terminal and warehousing services market and attraction of additional cargoes and some consumers from other transport modes. The results achieved in 2010 and the first quarter of 2011 show it to be the correct choice of direction for RZD’s terminal and warehouse facilities development.
Interviewed by Oleg Dyachenko
[~DETAIL_TEXT] => Maximum Integration
– Mr Hronopulo, a year is a long time for a new company. Is it possible to say whether the company’s launch was necessary?
– Before the Central Directorate was launched, the company’s department for commercial work in the freight transportation section was responsible for RZD’s terminal and warehouse facilities development and operation. Services provided by regional directorates were written in the Single List of Works and Services provided by RZD when organising cargo transportation. To form a universal policy to provide terminal and warehousing services and to improve their quality, including meeting deadlines envisaged in the contracts, there appeared the need for the Central Directorate.
In accordance with the Programme of Railway Reform, it was decided to turn terminal and warehousing services activity into an independent business unit. Also, the prospects for this separation were proved by the success of large international state transporters. That is why the new structure was to become a highly profitable and promising division.
The Central Directorate started to work at full capacity in the 4th quarter of 2010. It received the staff numbers and property of the railway directorates for terminal and warehousing section management. In cooperation with the departments in charge, we corrected the expenditure budgets and account balances of the railway affiliates of RZD.
All these measures provided maximum integration of the enterprises, helped to avoid internal competition between them, implement universal standards for services provision, and attract investments. Also, it was supposed to avoid some risks, including those connected with the need to separate objects with a limited turnover, but playing an important role in operating activity; and to try basic managing functions and interactions between terminals and warehouses.
Realisation of all planned measures will let the sector increase its share of the warehousing services market from the current 5% to 10% in 2015, and in the loading and unloading section – from 1.5% to 1.9%.
– What are the fundamental goals and tasks you have nowadays?
– There are two stages in the process of reforming RZD’s terminal and warehouse facilities.
The first is preliminary, when the Central Directorate for the Management of Terminal and Warehouse Facilities – an affiliate of RZD – is launched (2010-2012). The second is the creation of a subsidiary of RZD. According to the Concept, the basic goals of the preliminary stage are approbation and perfection of the basic managing functions of the Central Directorate for the Management of Terminal and Warehouse Facilities, as well as procedures of interaction between its structures and other divisions and subsidiaries of RZD.
Also, we plan to implement the terminal and warehouse facilities into the market, improve their efficiency, increase the revenue and cut expenses, analyse how effective the measures we take are, including the assessment of the target figures reached by the Central Directorate for the Management of Terminal and Warehouse Facilities.
On the whole, our basic task is to fulfill the need of consignors and consignees for terminal and warehousing services on the railway considering industrial and labour safety requirements. And our target is to increase cargo handling volumes, enlarge the revenue from services, and to improve the efficiency of terminal and warehouse facilities management.
– What is the structure of the Directorate?
– The Central Directorate has 17 affiliates on the railways. Their basis is 43 special subdivisions for loading and unloading works, and operational areas. Now, almost all the personnel have been hired. They consist of qualified specialists. The Directorate’s property includes 577 terminal yards, about 6,000 items of real estate (buildings, warehouses, and load areas), 2,600 load lifting units and 1,700 road transport units. Also, there are 18 disinfectant and washing divisions (disinfectant and washing stations and stations for wagon preparation).
– Have you calculated the profit from all these facilities?
– The volume of loading and unloading works was 109 million tons, 6.1% above the plan and 25.6% more in comparison with the same period of 2009. In 2010, the planned figures set by RZD for basic activities were reached. In particular, the revenue exceeded RUR 12 billion. And the profit was approximately RUR 3.5 billion, 10% more than had been planned. The efficiency of works and services amounted to 39.8%. Labour efficiency grew by 18% in comparison with 2009 and by 2.7% compared with what was planned.
Terminal and Warehouse Facilities on the Transport Services Market
– How did you manage to get such results?
– Better efficiency of the Central Directorate in 2010 was a consequence of organisational measures taken to cut expenditures and increase revenue from works and services typical of this business in the cargo transportation sector.
In volume terms, the terminal and warehouse facilities almost reached pre-crisis levels. It helped neutralise the impact of the economic crisis. The profitability of the Directorate’s activities was 6.5% more than profitability in 2008.
– Did you have any problems when interacting with other divisions and subsidiaries of RZD?
– As you know, the structure of wagon parks on the railway network changed during the reform. Nowadays, Freight One and Freight Two own the rolling stock which used to be the property of RZD; the terms of railcar supply for cargo transportation have changed too.
We worry about the issue of wagon supply for loading intermediate bulk containers in public places and import cargo handling from Chinese wagons (1,435 mm gauge) to Russian railcars (1,520 mm gauge) at the Grodekovo and the Zabaikalsk railway stations. As a result, loading volume falls and services provided by railways become less attractive.
– Are all these drawbacks considered when new targets are set?
– Yes, they are. One of the priorities is to continue to improve the terminal and warehouse facilities management system and to make it more efficient. In 2011, measures aimed at optimising the management structure come to the fore. The main task is to enlarge cargo handling volumes and fulfill the whole pack of services available at terminal and warehouse facilities.
Other important issues are optimisation of the structure, investment programme realisation (in terms of capital investments, this is 40% more than in 2010), and growth of efficiency of RZD’s real estate use.
This year, our revenue from basic activities is to amount to RUR 13.5 billion (111.5% of that in our 2010 report), and expenditure will be RUR 9.7 billion (109% of 2010 figures). The planned financial result is RUR 3.8 billion, which coincides with the figures set for 2011 in the Concept.
To Make the Right Choice
– In which pilot projects of RZD does the Central Directorate participate?
– Lately, piggyback transportation has become popular in the world because of the worsening ecological situation and a significant increase in the load on the road network. RZD has not used this technology before, but now there are prerequisites to organise such transportation in some directions. The Central Directorate actively participates in the pilot project of piggyback transportation development in the RF. We need to develop the new type of transport services, improve the competitiveness of the Russian transport system, and increase the profitability of terminal and warehouse facilities.
The project of piggyback transportation in cooperation with the Finnish railways on the Helsinki – St Petersburg – Moscow line has been offered as the first step. Finnish flat wagons are supposed to be used. To carry out this project, the infrastructure capacity of the Central Directorate has been analysed and bottlenecks at the terminals for loading and unloading operations have been identified.
In April – May, there were test journeys on the Buslovskaya – Kuntsevo-2 line. As a result of them, the cargo fastening on open-top rolling stock safety certificate was received, the size of Finnish piggyback flat wagons with automotive semi-trailers was checked, and loading and unloading operations were fulfilled at Kuntsevo-2 station.
These test journeys will be the basis for the decision on the viability of launching piggyback transportation on the network of Russian Railways.
– What is your opinion on the prospects for further development of terminal and warehouse facilities?
– As I have said, the basic goals of the Central Directorate is to integrate the Central Directorate for the Management of Terminal and Warehouse Facilities into the market environment, attract additional cargo flows to the railway by re-directing freight from other transport modes, and enlarge the range of services in accordance with the needs of the market.
The analysis of activity of regional directorates showed that nowadays, when loading and unloading operations are carried out, there are no such services as marking, packing, barcoding, completing, etc. The demand for a complex transport-logistic service, envisaging a wide range of operations, including transportation and handling of cargo, is growing.
Creation of cargo goods yards on the railway network is important as well. They will help to provide stable work for terminal and warehouse facilities, apply up-to-date technologies and logistics principles, and organise a single technologically closed process to service clients.
Taking into account the significant deterioration of the Directorate’s key assets, one of the most important tasks is to use investment in 2011-2015. The share of open freight areas which need capital repair is 40%, and that of warehouse infrastructure is 45%. In the near future, more than half of the 2,579 cargo lifting units are to be replaced.
The 2011-2013 investment programme of the Central Directorate envisages construction and reconstruction of terminal and warehouse facilities, purchase of different types of machinery, and enlargement of the number of motor vehicles.
On the whole, renewal and repair of the basic assets, putting loading and unloading mechanisms to work in accordance with the relevant volume of cargo is the basis for the proper functioning and further development of the Directorate’s facilities.
At the end of our conversation, I would like to emphasise that the most significant effect of the Central Directorate launch was the strengthening of the company’s position on the terminal and warehousing services market and attraction of additional cargoes and some consumers from other transport modes. The results achieved in 2010 and the first quarter of 2011 show it to be the correct choice of direction for RZD’s terminal and warehouse facilities development.
Interviewed by Oleg Dyachenko
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[SECTION_META_DESCRIPTION] => <img src="/ufiles/image/rus/inter/2011/3/6.jpg" border="1" alt=" " hspace="5" width="300" height="225" align="left" />A year ago a new division of RZD – the Central Directorate for the Management of Terminal and Warehouse Facilities – was launched as a result of railway reforms. Today, Sergey Hronopulo, Head of the new directorate, sums up the preliminary results of its first year of work.
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[DETAIL_TEXT] => Maximum Integration
– Mr Hronopulo, a year is a long time for a new company. Is it possible to say whether the company’s launch was necessary?
– Before the Central Directorate was launched, the company’s department for commercial work in the freight transportation section was responsible for RZD’s terminal and warehouse facilities development and operation. Services provided by regional directorates were written in the Single List of Works and Services provided by RZD when organising cargo transportation. To form a universal policy to provide terminal and warehousing services and to improve their quality, including meeting deadlines envisaged in the contracts, there appeared the need for the Central Directorate.
In accordance with the Programme of Railway Reform, it was decided to turn terminal and warehousing services activity into an independent business unit. Also, the prospects for this separation were proved by the success of large international state transporters. That is why the new structure was to become a highly profitable and promising division.
The Central Directorate started to work at full capacity in the 4th quarter of 2010. It received the staff numbers and property of the railway directorates for terminal and warehousing section management. In cooperation with the departments in charge, we corrected the expenditure budgets and account balances of the railway affiliates of RZD.
All these measures provided maximum integration of the enterprises, helped to avoid internal competition between them, implement universal standards for services provision, and attract investments. Also, it was supposed to avoid some risks, including those connected with the need to separate objects with a limited turnover, but playing an important role in operating activity; and to try basic managing functions and interactions between terminals and warehouses.
Realisation of all planned measures will let the sector increase its share of the warehousing services market from the current 5% to 10% in 2015, and in the loading and unloading section – from 1.5% to 1.9%.
– What are the fundamental goals and tasks you have nowadays?
– There are two stages in the process of reforming RZD’s terminal and warehouse facilities.
The first is preliminary, when the Central Directorate for the Management of Terminal and Warehouse Facilities – an affiliate of RZD – is launched (2010-2012). The second is the creation of a subsidiary of RZD. According to the Concept, the basic goals of the preliminary stage are approbation and perfection of the basic managing functions of the Central Directorate for the Management of Terminal and Warehouse Facilities, as well as procedures of interaction between its structures and other divisions and subsidiaries of RZD.
Also, we plan to implement the terminal and warehouse facilities into the market, improve their efficiency, increase the revenue and cut expenses, analyse how effective the measures we take are, including the assessment of the target figures reached by the Central Directorate for the Management of Terminal and Warehouse Facilities.
On the whole, our basic task is to fulfill the need of consignors and consignees for terminal and warehousing services on the railway considering industrial and labour safety requirements. And our target is to increase cargo handling volumes, enlarge the revenue from services, and to improve the efficiency of terminal and warehouse facilities management.
– What is the structure of the Directorate?
– The Central Directorate has 17 affiliates on the railways. Their basis is 43 special subdivisions for loading and unloading works, and operational areas. Now, almost all the personnel have been hired. They consist of qualified specialists. The Directorate’s property includes 577 terminal yards, about 6,000 items of real estate (buildings, warehouses, and load areas), 2,600 load lifting units and 1,700 road transport units. Also, there are 18 disinfectant and washing divisions (disinfectant and washing stations and stations for wagon preparation).
– Have you calculated the profit from all these facilities?
– The volume of loading and unloading works was 109 million tons, 6.1% above the plan and 25.6% more in comparison with the same period of 2009. In 2010, the planned figures set by RZD for basic activities were reached. In particular, the revenue exceeded RUR 12 billion. And the profit was approximately RUR 3.5 billion, 10% more than had been planned. The efficiency of works and services amounted to 39.8%. Labour efficiency grew by 18% in comparison with 2009 and by 2.7% compared with what was planned.
Terminal and Warehouse Facilities on the Transport Services Market
– How did you manage to get such results?
– Better efficiency of the Central Directorate in 2010 was a consequence of organisational measures taken to cut expenditures and increase revenue from works and services typical of this business in the cargo transportation sector.
In volume terms, the terminal and warehouse facilities almost reached pre-crisis levels. It helped neutralise the impact of the economic crisis. The profitability of the Directorate’s activities was 6.5% more than profitability in 2008.
– Did you have any problems when interacting with other divisions and subsidiaries of RZD?
– As you know, the structure of wagon parks on the railway network changed during the reform. Nowadays, Freight One and Freight Two own the rolling stock which used to be the property of RZD; the terms of railcar supply for cargo transportation have changed too.
We worry about the issue of wagon supply for loading intermediate bulk containers in public places and import cargo handling from Chinese wagons (1,435 mm gauge) to Russian railcars (1,520 mm gauge) at the Grodekovo and the Zabaikalsk railway stations. As a result, loading volume falls and services provided by railways become less attractive.
– Are all these drawbacks considered when new targets are set?
– Yes, they are. One of the priorities is to continue to improve the terminal and warehouse facilities management system and to make it more efficient. In 2011, measures aimed at optimising the management structure come to the fore. The main task is to enlarge cargo handling volumes and fulfill the whole pack of services available at terminal and warehouse facilities.
Other important issues are optimisation of the structure, investment programme realisation (in terms of capital investments, this is 40% more than in 2010), and growth of efficiency of RZD’s real estate use.
This year, our revenue from basic activities is to amount to RUR 13.5 billion (111.5% of that in our 2010 report), and expenditure will be RUR 9.7 billion (109% of 2010 figures). The planned financial result is RUR 3.8 billion, which coincides with the figures set for 2011 in the Concept.
To Make the Right Choice
– In which pilot projects of RZD does the Central Directorate participate?
– Lately, piggyback transportation has become popular in the world because of the worsening ecological situation and a significant increase in the load on the road network. RZD has not used this technology before, but now there are prerequisites to organise such transportation in some directions. The Central Directorate actively participates in the pilot project of piggyback transportation development in the RF. We need to develop the new type of transport services, improve the competitiveness of the Russian transport system, and increase the profitability of terminal and warehouse facilities.
The project of piggyback transportation in cooperation with the Finnish railways on the Helsinki – St Petersburg – Moscow line has been offered as the first step. Finnish flat wagons are supposed to be used. To carry out this project, the infrastructure capacity of the Central Directorate has been analysed and bottlenecks at the terminals for loading and unloading operations have been identified.
In April – May, there were test journeys on the Buslovskaya – Kuntsevo-2 line. As a result of them, the cargo fastening on open-top rolling stock safety certificate was received, the size of Finnish piggyback flat wagons with automotive semi-trailers was checked, and loading and unloading operations were fulfilled at Kuntsevo-2 station.
These test journeys will be the basis for the decision on the viability of launching piggyback transportation on the network of Russian Railways.
– What is your opinion on the prospects for further development of terminal and warehouse facilities?
– As I have said, the basic goals of the Central Directorate is to integrate the Central Directorate for the Management of Terminal and Warehouse Facilities into the market environment, attract additional cargo flows to the railway by re-directing freight from other transport modes, and enlarge the range of services in accordance with the needs of the market.
The analysis of activity of regional directorates showed that nowadays, when loading and unloading operations are carried out, there are no such services as marking, packing, barcoding, completing, etc. The demand for a complex transport-logistic service, envisaging a wide range of operations, including transportation and handling of cargo, is growing.
Creation of cargo goods yards on the railway network is important as well. They will help to provide stable work for terminal and warehouse facilities, apply up-to-date technologies and logistics principles, and organise a single technologically closed process to service clients.
Taking into account the significant deterioration of the Directorate’s key assets, one of the most important tasks is to use investment in 2011-2015. The share of open freight areas which need capital repair is 40%, and that of warehouse infrastructure is 45%. In the near future, more than half of the 2,579 cargo lifting units are to be replaced.
The 2011-2013 investment programme of the Central Directorate envisages construction and reconstruction of terminal and warehouse facilities, purchase of different types of machinery, and enlargement of the number of motor vehicles.
On the whole, renewal and repair of the basic assets, putting loading and unloading mechanisms to work in accordance with the relevant volume of cargo is the basis for the proper functioning and further development of the Directorate’s facilities.
At the end of our conversation, I would like to emphasise that the most significant effect of the Central Directorate launch was the strengthening of the company’s position on the terminal and warehousing services market and attraction of additional cargoes and some consumers from other transport modes. The results achieved in 2010 and the first quarter of 2011 show it to be the correct choice of direction for RZD’s terminal and warehouse facilities development.
Interviewed by Oleg Dyachenko
[~DETAIL_TEXT] => Maximum Integration
– Mr Hronopulo, a year is a long time for a new company. Is it possible to say whether the company’s launch was necessary?
– Before the Central Directorate was launched, the company’s department for commercial work in the freight transportation section was responsible for RZD’s terminal and warehouse facilities development and operation. Services provided by regional directorates were written in the Single List of Works and Services provided by RZD when organising cargo transportation. To form a universal policy to provide terminal and warehousing services and to improve their quality, including meeting deadlines envisaged in the contracts, there appeared the need for the Central Directorate.
In accordance with the Programme of Railway Reform, it was decided to turn terminal and warehousing services activity into an independent business unit. Also, the prospects for this separation were proved by the success of large international state transporters. That is why the new structure was to become a highly profitable and promising division.
The Central Directorate started to work at full capacity in the 4th quarter of 2010. It received the staff numbers and property of the railway directorates for terminal and warehousing section management. In cooperation with the departments in charge, we corrected the expenditure budgets and account balances of the railway affiliates of RZD.
All these measures provided maximum integration of the enterprises, helped to avoid internal competition between them, implement universal standards for services provision, and attract investments. Also, it was supposed to avoid some risks, including those connected with the need to separate objects with a limited turnover, but playing an important role in operating activity; and to try basic managing functions and interactions between terminals and warehouses.
Realisation of all planned measures will let the sector increase its share of the warehousing services market from the current 5% to 10% in 2015, and in the loading and unloading section – from 1.5% to 1.9%.
– What are the fundamental goals and tasks you have nowadays?
– There are two stages in the process of reforming RZD’s terminal and warehouse facilities.
The first is preliminary, when the Central Directorate for the Management of Terminal and Warehouse Facilities – an affiliate of RZD – is launched (2010-2012). The second is the creation of a subsidiary of RZD. According to the Concept, the basic goals of the preliminary stage are approbation and perfection of the basic managing functions of the Central Directorate for the Management of Terminal and Warehouse Facilities, as well as procedures of interaction between its structures and other divisions and subsidiaries of RZD.
Also, we plan to implement the terminal and warehouse facilities into the market, improve their efficiency, increase the revenue and cut expenses, analyse how effective the measures we take are, including the assessment of the target figures reached by the Central Directorate for the Management of Terminal and Warehouse Facilities.
On the whole, our basic task is to fulfill the need of consignors and consignees for terminal and warehousing services on the railway considering industrial and labour safety requirements. And our target is to increase cargo handling volumes, enlarge the revenue from services, and to improve the efficiency of terminal and warehouse facilities management.
– What is the structure of the Directorate?
– The Central Directorate has 17 affiliates on the railways. Their basis is 43 special subdivisions for loading and unloading works, and operational areas. Now, almost all the personnel have been hired. They consist of qualified specialists. The Directorate’s property includes 577 terminal yards, about 6,000 items of real estate (buildings, warehouses, and load areas), 2,600 load lifting units and 1,700 road transport units. Also, there are 18 disinfectant and washing divisions (disinfectant and washing stations and stations for wagon preparation).
– Have you calculated the profit from all these facilities?
– The volume of loading and unloading works was 109 million tons, 6.1% above the plan and 25.6% more in comparison with the same period of 2009. In 2010, the planned figures set by RZD for basic activities were reached. In particular, the revenue exceeded RUR 12 billion. And the profit was approximately RUR 3.5 billion, 10% more than had been planned. The efficiency of works and services amounted to 39.8%. Labour efficiency grew by 18% in comparison with 2009 and by 2.7% compared with what was planned.
Terminal and Warehouse Facilities on the Transport Services Market
– How did you manage to get such results?
– Better efficiency of the Central Directorate in 2010 was a consequence of organisational measures taken to cut expenditures and increase revenue from works and services typical of this business in the cargo transportation sector.
In volume terms, the terminal and warehouse facilities almost reached pre-crisis levels. It helped neutralise the impact of the economic crisis. The profitability of the Directorate’s activities was 6.5% more than profitability in 2008.
– Did you have any problems when interacting with other divisions and subsidiaries of RZD?
– As you know, the structure of wagon parks on the railway network changed during the reform. Nowadays, Freight One and Freight Two own the rolling stock which used to be the property of RZD; the terms of railcar supply for cargo transportation have changed too.
We worry about the issue of wagon supply for loading intermediate bulk containers in public places and import cargo handling from Chinese wagons (1,435 mm gauge) to Russian railcars (1,520 mm gauge) at the Grodekovo and the Zabaikalsk railway stations. As a result, loading volume falls and services provided by railways become less attractive.
– Are all these drawbacks considered when new targets are set?
– Yes, they are. One of the priorities is to continue to improve the terminal and warehouse facilities management system and to make it more efficient. In 2011, measures aimed at optimising the management structure come to the fore. The main task is to enlarge cargo handling volumes and fulfill the whole pack of services available at terminal and warehouse facilities.
Other important issues are optimisation of the structure, investment programme realisation (in terms of capital investments, this is 40% more than in 2010), and growth of efficiency of RZD’s real estate use.
This year, our revenue from basic activities is to amount to RUR 13.5 billion (111.5% of that in our 2010 report), and expenditure will be RUR 9.7 billion (109% of 2010 figures). The planned financial result is RUR 3.8 billion, which coincides with the figures set for 2011 in the Concept.
To Make the Right Choice
– In which pilot projects of RZD does the Central Directorate participate?
– Lately, piggyback transportation has become popular in the world because of the worsening ecological situation and a significant increase in the load on the road network. RZD has not used this technology before, but now there are prerequisites to organise such transportation in some directions. The Central Directorate actively participates in the pilot project of piggyback transportation development in the RF. We need to develop the new type of transport services, improve the competitiveness of the Russian transport system, and increase the profitability of terminal and warehouse facilities.
The project of piggyback transportation in cooperation with the Finnish railways on the Helsinki – St Petersburg – Moscow line has been offered as the first step. Finnish flat wagons are supposed to be used. To carry out this project, the infrastructure capacity of the Central Directorate has been analysed and bottlenecks at the terminals for loading and unloading operations have been identified.
In April – May, there were test journeys on the Buslovskaya – Kuntsevo-2 line. As a result of them, the cargo fastening on open-top rolling stock safety certificate was received, the size of Finnish piggyback flat wagons with automotive semi-trailers was checked, and loading and unloading operations were fulfilled at Kuntsevo-2 station.
These test journeys will be the basis for the decision on the viability of launching piggyback transportation on the network of Russian Railways.
– What is your opinion on the prospects for further development of terminal and warehouse facilities?
– As I have said, the basic goals of the Central Directorate is to integrate the Central Directorate for the Management of Terminal and Warehouse Facilities into the market environment, attract additional cargo flows to the railway by re-directing freight from other transport modes, and enlarge the range of services in accordance with the needs of the market.
The analysis of activity of regional directorates showed that nowadays, when loading and unloading operations are carried out, there are no such services as marking, packing, barcoding, completing, etc. The demand for a complex transport-logistic service, envisaging a wide range of operations, including transportation and handling of cargo, is growing.
Creation of cargo goods yards on the railway network is important as well. They will help to provide stable work for terminal and warehouse facilities, apply up-to-date technologies and logistics principles, and organise a single technologically closed process to service clients.
Taking into account the significant deterioration of the Directorate’s key assets, one of the most important tasks is to use investment in 2011-2015. The share of open freight areas which need capital repair is 40%, and that of warehouse infrastructure is 45%. In the near future, more than half of the 2,579 cargo lifting units are to be replaced.
The 2011-2013 investment programme of the Central Directorate envisages construction and reconstruction of terminal and warehouse facilities, purchase of different types of machinery, and enlargement of the number of motor vehicles.
On the whole, renewal and repair of the basic assets, putting loading and unloading mechanisms to work in accordance with the relevant volume of cargo is the basis for the proper functioning and further development of the Directorate’s facilities.
At the end of our conversation, I would like to emphasise that the most significant effect of the Central Directorate launch was the strengthening of the company’s position on the terminal and warehousing services market and attraction of additional cargoes and some consumers from other transport modes. The results achieved in 2010 and the first quarter of 2011 show it to be the correct choice of direction for RZD’s terminal and warehouse facilities development.
Interviewed by Oleg Dyachenko
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[DETAIL_TEXT] => Functional management
RZD’s management system for a long time has had a multi-layered structure: with central office departments on the top, and relevant departments of the railroad territorial administrations directly subordinated to them. Then followed territorial railroad branches, and railway stations at the bottom.
Each of the units (ranging from services in the administration’s departments) had a double subordination: functionally it was subordinated to the Department of Management, and administratively – to the heads of the railways and their divisions (road division superintendents). Therefore, decision-making was rather complicated. The bottom-level managers, stations masters, used to get lots of contradicting instructions from the whole range of bosses – from the commercial department, transport department, road administration and so on.
Thus, the idea of reform adopted in 2007 was to organize all RZD business types as separate business units, and then build new administrative and economic connections between them, as well as establish a functional hierarchy of the branches. The territorial management model was to be replaced with a functional one. The general purpose was to raise the efficiency of the industry in the market environment.
Vadim Morozov, RZD First Vice President, explained the need for this reform: “Firstly, the industry has to be adequately adapted to the current market environment. This implies reforming the forms of ownership, investment tools, principles of economic accounting, production incentives, methods of personnel management, and more. To become a customer-centered, flexible business, we must be very rational, very clear about our income and expenses for each activity”.
Mr Morozov explained that every major activity should be separated from the common pool to establish normal economic accounting: “Otherwise it’s impossible to organize proper management of revenues and expenditures. Nowadays technology is impossible without economy, and conversely. One of our main tasks is to balance transportation process with market realities”.
RZD’s economic complex is divided into the Central Directorate for Infrastructure, Central Directorate for Traffic Control, Central Directorate for Traction Rolling Stock Repair, Transport Service Center and others. Each of them represents a vertically integrated structure with its own objectives, budget and property.
Cooperation between the Directorates is based on service and goods orders, and is regulated by the demand. Mr Morozov says: “The main principles here, I would say, are demand and transparent accounting. Transport Service Center orders from the Traction Directorate the trains that are claimed and pre-paid by a customer. Accordingly, the Traction Directorate will order as many engines as they need for such shipments. The Locomotive Department makes an order for new equipment and repairs - and so on. That’s exactly how it works in major transporting corporations all over the world.”
The simplest part of the reform was to convert into subsidiaries the units linked to specific departments and services. This process began in 2009 and entered an active phase in 2010. At first the Transport Service Center was established as an RZD subsidiary, it included all railroad centers for transport services. Sergey Kolesnikov, Assistant General Director at the Transport Service Center, notes that the main objective was customer convenience, the ability to provide services without collecting piles of papers and attending dozens of offices. The new system was established to speed up decision-making and development of new services.
In the fourth quarter of 2010 the Central Directorate for Terminal and Warehouse Complex Management started its work. It included the freight yards of the stations where all loading and unloading operations were taking place. An exemption was made for container terminals that were earlier submitted to TransContainer Company.
Formation of the Directorates For Traction Rolling Stock Repair was a much more complicated procedure. It had several stages. First territorial administrations organized railroad directorates. Then these directorates were incorporated into Central Directorates.
The Central Directorate for Traction Rolling Stock Repair was among the first to complete restructuring by April 2010. Then followed the Directorate for Traction that was based on the locomotive stock of the company.
Consolidation of the Central Directorate for Traffic Control was more complex. It incorporated several RZD structures, among them Transportation Management Departments, Commercial Departments for Freight Transport, as well as the Customs Brokerage Center. Formally, the Directorate started its operation in August 2009. Then it annexed three regional directorates, established in Oktyabrskaya, the East Siberian and Krasnoyarsk Railways. Over the next year it incorporated the remaining 14 railroad administrations. The full body of the Central Directorate for Traffic Management came into being in early 2011.
The creation of the Central Directorate for Infrastructure was an even greater challenge, as it comprises even more units: departments of rolling stock, tracks, automation, remote control, electrification and power supply management, utility facilities, as well as inspection for rolling stock safety. This process was launched with the establishment of the Center for Infrastructure Reform. Then traffic infrastructure directorates were established all over RZD’s network.
The legal framework should be developed during 2011, and by the end of 2012 all departments will be integrated into a unified vertical structure.
Vladimir Vorobyov, RZD Vice President, explains that the Central Directorate for Infrastructure is being organized to optimize costs, increase the profitability of transportation and improve safety.
More independence
The reform turned a number of RZD units into separate subsidiary companies. By the end of 2010 The Second Cargo Company JSC and The Federal Passenger Company JSC were established. Suburban transport services started their restructuring. In all, 75 enterprises have been established.
In June 2011, the Central Directorate for Freight Wagons Repair ceased its activities as an RZD branch. It was transformed into three wagon repair companies, each of them consisting of four branches operating in different regions: “Wagon repair Company - 1” (with its 40 subsidiaries), “Wagon Repair Company – 2” (38 companies) and “Wagon Repair Company – 3” (37 companies).
In 2013-2015, the Central Directorate for Terminals and Warehouse Complex is expected to be reformed in a similar way.
Setting up the companies enhanced competitiveness and streamlined funding of freight and passenger services. At a later stage, stakes in these companies are to be sold. From this, RZD is going to earn up to RUR 150 billion by 2012.
Vertical and horizontal reform
Another trend of the reform is horizontal integration. This process will complete vertical integration and establish a three-tier management system. The system was introduced in RZD in 2010, after intermediate structures, 17 railroad departments, had been abolished.
Before, these departments played an important role. In the context of a rudimentary communication system, many issues had to be resolved on-site, in the regions. Over time, computers and automation created the possibility of remote control from the central offices. So railroad departments gradually narrowed, until, finally they were not needed at all.
We call attention to another important point: the RZD apparatus will be headed by the Corporate Center that will focus on strategic and general management issues. The scheme of its formation has not been worked out in detail yet. It is assumed that the Center will include RZD management departments that are not directly related to the transportation process or other economic activities (such as quality management, management methodologies and corporate culture). Respectively, the railroad network will be ruled by the regional Corporate Centers.
Horizontal integration also implies creation of the Technology Coordination Center, as a part of the central RZD apparatus, subordinated to the First Vice president. The new services are designed, in particular, to analyze and improve process coordination and cooperation between different structures. The new structure led by the Center should become a kind of architect to build efficient interaction between different production units.
Today the functions of future technological services are being elaborated. Anatoly Krasnoshchek, the Chief of the East Siberian Railway, believes such a service should identify bottlenecks in field operations, provide analysis of infrastructure capacity and estimate traffic volumes, flows and directions. It should become an initiator and order investment programs implying facilities modernization. The system of technology centers, thus, aims to ensure the unity of the transportation process.
Also a system of situational centers is being established. The Oktyabrskaya Railway, for example, has monitoring centers that comprise signaling arrangements, centralization and blocking systems. The centers should provide on-condition maintenance and repairs of railway infrastructure instead of scheduled repairs.
One of the main questions on the final stage of the reform is how vertical and horizontal management structures should be combined under RZD. The dimensions of the Russian rail system make this question rather complicated. For a long time, road divisions’ superintendents were the key elements of the railway system. With the establishment of subsidiary companies, their functions have changed. But the need for a chain that could link numerous departments at a regional level has actually increased.
There are dozens of directorates’ departments and companies’ subsidiaries that belong to different bodies and even owners, but all together organize the transportation process. It’s impossible to ensure their effective communication through only central apparatus. So division superintendents were authorized to manage the technological and corporate coordination of all parties and company units on a local level, including relations with local authorities and third parties. A division superintendent today has the power to negotiate candidates for positions such as heads of Directorates, to hold them liable for procedural violations, to propose amendments to the budgets of all divisions, and to attract all required resourses in an emergency.
Still to be solved
It’s important to formulate and adopt adequate regulations specifying methods of interaction between directorates and their divisions, road services and subsidiaries. This work is not complete yet, and that sometimes causes misunderstanding.
Oleg Valinsky, First Deputy Head of the Oktyabrskaya Railway, gives an example. The Traffic Management Directorate is able to redirect freight flows, and as a result the Directorate of Traction could be left without work. Vladimir Reingardt, the head of Krasnoyarsk Railroad, notes that there are no instructions on how to cover incidental expenditures caused by one subsidiary and borne by the other. The mechanism of funds distribution between different directorates should be worked out. These two examples show that responsibility for regulations adherence and authority of Corporate Centers have not been exactly specified yet.
Analysts say that the reform’s final stage is likely to be delayed until 2015. This stage involves a strong set of legal, structural and technological measures which should be taken to effectively adjust labour-management relations, born when reform came into life. Russia’s Deputy Prime Minister, Sergey Ivanov, said the final decision on the matter has not been made yet. Development of private property for locomotives could be a tough call, requiring unanimous decision, said Sergey Shishkarev, Head of the Transport Committee of the State Duma.
This possibility is implied by the reform, though many industry participants do not support the idea. Among other controversial issues requiring legislative amendments is participation of private capital in rail infrastructure development, and deregulation of rail rates (including their infrastructure component).
Comparison of Russian railway system with the U.S. gives useful food for thoughts. The operational length of US railways that were built by private companies mostly without government support is 2.7 times greater than those of Russia. However, their turnover and loadings are comparable.
This means that privately owned infrastructure is able to develop to the extent that is required by the economy, and even more. In the case of state owner ship and strict tariff regulation, we have underdeveloped infrastructure and hear complaints about the impossibility of further development.
By Andrey Lazarev
viewpoint
Vadim Morozov,
RZD First Vice-President:
– The shift towards a new management system requires new tools that a manager can apply. The industry changed, and so did the principles of interaction between multiple corporate units. Effective management requires a process approach, it means that all components of the system i.e. regulations, pricing, state policy, cost-cutting measures, regional terms, and the general social and business climate should be balanced. Our task is to elaborate the system that is able to give a timely response to these and many other factors in the business environment, and adapt to life conditions that are changing every day.
[~DETAIL_TEXT] => Functional management
RZD’s management system for a long time has had a multi-layered structure: with central office departments on the top, and relevant departments of the railroad territorial administrations directly subordinated to them. Then followed territorial railroad branches, and railway stations at the bottom.
Each of the units (ranging from services in the administration’s departments) had a double subordination: functionally it was subordinated to the Department of Management, and administratively – to the heads of the railways and their divisions (road division superintendents). Therefore, decision-making was rather complicated. The bottom-level managers, stations masters, used to get lots of contradicting instructions from the whole range of bosses – from the commercial department, transport department, road administration and so on.
Thus, the idea of reform adopted in 2007 was to organize all RZD business types as separate business units, and then build new administrative and economic connections between them, as well as establish a functional hierarchy of the branches. The territorial management model was to be replaced with a functional one. The general purpose was to raise the efficiency of the industry in the market environment.
Vadim Morozov, RZD First Vice President, explained the need for this reform: “Firstly, the industry has to be adequately adapted to the current market environment. This implies reforming the forms of ownership, investment tools, principles of economic accounting, production incentives, methods of personnel management, and more. To become a customer-centered, flexible business, we must be very rational, very clear about our income and expenses for each activity”.
Mr Morozov explained that every major activity should be separated from the common pool to establish normal economic accounting: “Otherwise it’s impossible to organize proper management of revenues and expenditures. Nowadays technology is impossible without economy, and conversely. One of our main tasks is to balance transportation process with market realities”.
RZD’s economic complex is divided into the Central Directorate for Infrastructure, Central Directorate for Traffic Control, Central Directorate for Traction Rolling Stock Repair, Transport Service Center and others. Each of them represents a vertically integrated structure with its own objectives, budget and property.
Cooperation between the Directorates is based on service and goods orders, and is regulated by the demand. Mr Morozov says: “The main principles here, I would say, are demand and transparent accounting. Transport Service Center orders from the Traction Directorate the trains that are claimed and pre-paid by a customer. Accordingly, the Traction Directorate will order as many engines as they need for such shipments. The Locomotive Department makes an order for new equipment and repairs - and so on. That’s exactly how it works in major transporting corporations all over the world.”
The simplest part of the reform was to convert into subsidiaries the units linked to specific departments and services. This process began in 2009 and entered an active phase in 2010. At first the Transport Service Center was established as an RZD subsidiary, it included all railroad centers for transport services. Sergey Kolesnikov, Assistant General Director at the Transport Service Center, notes that the main objective was customer convenience, the ability to provide services without collecting piles of papers and attending dozens of offices. The new system was established to speed up decision-making and development of new services.
In the fourth quarter of 2010 the Central Directorate for Terminal and Warehouse Complex Management started its work. It included the freight yards of the stations where all loading and unloading operations were taking place. An exemption was made for container terminals that were earlier submitted to TransContainer Company.
Formation of the Directorates For Traction Rolling Stock Repair was a much more complicated procedure. It had several stages. First territorial administrations organized railroad directorates. Then these directorates were incorporated into Central Directorates.
The Central Directorate for Traction Rolling Stock Repair was among the first to complete restructuring by April 2010. Then followed the Directorate for Traction that was based on the locomotive stock of the company.
Consolidation of the Central Directorate for Traffic Control was more complex. It incorporated several RZD structures, among them Transportation Management Departments, Commercial Departments for Freight Transport, as well as the Customs Brokerage Center. Formally, the Directorate started its operation in August 2009. Then it annexed three regional directorates, established in Oktyabrskaya, the East Siberian and Krasnoyarsk Railways. Over the next year it incorporated the remaining 14 railroad administrations. The full body of the Central Directorate for Traffic Management came into being in early 2011.
The creation of the Central Directorate for Infrastructure was an even greater challenge, as it comprises even more units: departments of rolling stock, tracks, automation, remote control, electrification and power supply management, utility facilities, as well as inspection for rolling stock safety. This process was launched with the establishment of the Center for Infrastructure Reform. Then traffic infrastructure directorates were established all over RZD’s network.
The legal framework should be developed during 2011, and by the end of 2012 all departments will be integrated into a unified vertical structure.
Vladimir Vorobyov, RZD Vice President, explains that the Central Directorate for Infrastructure is being organized to optimize costs, increase the profitability of transportation and improve safety.
More independence
The reform turned a number of RZD units into separate subsidiary companies. By the end of 2010 The Second Cargo Company JSC and The Federal Passenger Company JSC were established. Suburban transport services started their restructuring. In all, 75 enterprises have been established.
In June 2011, the Central Directorate for Freight Wagons Repair ceased its activities as an RZD branch. It was transformed into three wagon repair companies, each of them consisting of four branches operating in different regions: “Wagon repair Company - 1” (with its 40 subsidiaries), “Wagon Repair Company – 2” (38 companies) and “Wagon Repair Company – 3” (37 companies).
In 2013-2015, the Central Directorate for Terminals and Warehouse Complex is expected to be reformed in a similar way.
Setting up the companies enhanced competitiveness and streamlined funding of freight and passenger services. At a later stage, stakes in these companies are to be sold. From this, RZD is going to earn up to RUR 150 billion by 2012.
Vertical and horizontal reform
Another trend of the reform is horizontal integration. This process will complete vertical integration and establish a three-tier management system. The system was introduced in RZD in 2010, after intermediate structures, 17 railroad departments, had been abolished.
Before, these departments played an important role. In the context of a rudimentary communication system, many issues had to be resolved on-site, in the regions. Over time, computers and automation created the possibility of remote control from the central offices. So railroad departments gradually narrowed, until, finally they were not needed at all.
We call attention to another important point: the RZD apparatus will be headed by the Corporate Center that will focus on strategic and general management issues. The scheme of its formation has not been worked out in detail yet. It is assumed that the Center will include RZD management departments that are not directly related to the transportation process or other economic activities (such as quality management, management methodologies and corporate culture). Respectively, the railroad network will be ruled by the regional Corporate Centers.
Horizontal integration also implies creation of the Technology Coordination Center, as a part of the central RZD apparatus, subordinated to the First Vice president. The new services are designed, in particular, to analyze and improve process coordination and cooperation between different structures. The new structure led by the Center should become a kind of architect to build efficient interaction between different production units.
Today the functions of future technological services are being elaborated. Anatoly Krasnoshchek, the Chief of the East Siberian Railway, believes such a service should identify bottlenecks in field operations, provide analysis of infrastructure capacity and estimate traffic volumes, flows and directions. It should become an initiator and order investment programs implying facilities modernization. The system of technology centers, thus, aims to ensure the unity of the transportation process.
Also a system of situational centers is being established. The Oktyabrskaya Railway, for example, has monitoring centers that comprise signaling arrangements, centralization and blocking systems. The centers should provide on-condition maintenance and repairs of railway infrastructure instead of scheduled repairs.
One of the main questions on the final stage of the reform is how vertical and horizontal management structures should be combined under RZD. The dimensions of the Russian rail system make this question rather complicated. For a long time, road divisions’ superintendents were the key elements of the railway system. With the establishment of subsidiary companies, their functions have changed. But the need for a chain that could link numerous departments at a regional level has actually increased.
There are dozens of directorates’ departments and companies’ subsidiaries that belong to different bodies and even owners, but all together organize the transportation process. It’s impossible to ensure their effective communication through only central apparatus. So division superintendents were authorized to manage the technological and corporate coordination of all parties and company units on a local level, including relations with local authorities and third parties. A division superintendent today has the power to negotiate candidates for positions such as heads of Directorates, to hold them liable for procedural violations, to propose amendments to the budgets of all divisions, and to attract all required resourses in an emergency.
Still to be solved
It’s important to formulate and adopt adequate regulations specifying methods of interaction between directorates and their divisions, road services and subsidiaries. This work is not complete yet, and that sometimes causes misunderstanding.
Oleg Valinsky, First Deputy Head of the Oktyabrskaya Railway, gives an example. The Traffic Management Directorate is able to redirect freight flows, and as a result the Directorate of Traction could be left without work. Vladimir Reingardt, the head of Krasnoyarsk Railroad, notes that there are no instructions on how to cover incidental expenditures caused by one subsidiary and borne by the other. The mechanism of funds distribution between different directorates should be worked out. These two examples show that responsibility for regulations adherence and authority of Corporate Centers have not been exactly specified yet.
Analysts say that the reform’s final stage is likely to be delayed until 2015. This stage involves a strong set of legal, structural and technological measures which should be taken to effectively adjust labour-management relations, born when reform came into life. Russia’s Deputy Prime Minister, Sergey Ivanov, said the final decision on the matter has not been made yet. Development of private property for locomotives could be a tough call, requiring unanimous decision, said Sergey Shishkarev, Head of the Transport Committee of the State Duma.
This possibility is implied by the reform, though many industry participants do not support the idea. Among other controversial issues requiring legislative amendments is participation of private capital in rail infrastructure development, and deregulation of rail rates (including their infrastructure component).
Comparison of Russian railway system with the U.S. gives useful food for thoughts. The operational length of US railways that were built by private companies mostly without government support is 2.7 times greater than those of Russia. However, their turnover and loadings are comparable.
This means that privately owned infrastructure is able to develop to the extent that is required by the economy, and even more. In the case of state owner ship and strict tariff regulation, we have underdeveloped infrastructure and hear complaints about the impossibility of further development.
By Andrey Lazarev
viewpoint
Vadim Morozov,
RZD First Vice-President:
– The shift towards a new management system requires new tools that a manager can apply. The industry changed, and so did the principles of interaction between multiple corporate units. Effective management requires a process approach, it means that all components of the system i.e. regulations, pricing, state policy, cost-cutting measures, regional terms, and the general social and business climate should be balanced. Our task is to elaborate the system that is able to give a timely response to these and many other factors in the business environment, and adapt to life conditions that are changing every day.
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[DETAIL_TEXT] => Functional management
RZD’s management system for a long time has had a multi-layered structure: with central office departments on the top, and relevant departments of the railroad territorial administrations directly subordinated to them. Then followed territorial railroad branches, and railway stations at the bottom.
Each of the units (ranging from services in the administration’s departments) had a double subordination: functionally it was subordinated to the Department of Management, and administratively – to the heads of the railways and their divisions (road division superintendents). Therefore, decision-making was rather complicated. The bottom-level managers, stations masters, used to get lots of contradicting instructions from the whole range of bosses – from the commercial department, transport department, road administration and so on.
Thus, the idea of reform adopted in 2007 was to organize all RZD business types as separate business units, and then build new administrative and economic connections between them, as well as establish a functional hierarchy of the branches. The territorial management model was to be replaced with a functional one. The general purpose was to raise the efficiency of the industry in the market environment.
Vadim Morozov, RZD First Vice President, explained the need for this reform: “Firstly, the industry has to be adequately adapted to the current market environment. This implies reforming the forms of ownership, investment tools, principles of economic accounting, production incentives, methods of personnel management, and more. To become a customer-centered, flexible business, we must be very rational, very clear about our income and expenses for each activity”.
Mr Morozov explained that every major activity should be separated from the common pool to establish normal economic accounting: “Otherwise it’s impossible to organize proper management of revenues and expenditures. Nowadays technology is impossible without economy, and conversely. One of our main tasks is to balance transportation process with market realities”.
RZD’s economic complex is divided into the Central Directorate for Infrastructure, Central Directorate for Traffic Control, Central Directorate for Traction Rolling Stock Repair, Transport Service Center and others. Each of them represents a vertically integrated structure with its own objectives, budget and property.
Cooperation between the Directorates is based on service and goods orders, and is regulated by the demand. Mr Morozov says: “The main principles here, I would say, are demand and transparent accounting. Transport Service Center orders from the Traction Directorate the trains that are claimed and pre-paid by a customer. Accordingly, the Traction Directorate will order as many engines as they need for such shipments. The Locomotive Department makes an order for new equipment and repairs - and so on. That’s exactly how it works in major transporting corporations all over the world.”
The simplest part of the reform was to convert into subsidiaries the units linked to specific departments and services. This process began in 2009 and entered an active phase in 2010. At first the Transport Service Center was established as an RZD subsidiary, it included all railroad centers for transport services. Sergey Kolesnikov, Assistant General Director at the Transport Service Center, notes that the main objective was customer convenience, the ability to provide services without collecting piles of papers and attending dozens of offices. The new system was established to speed up decision-making and development of new services.
In the fourth quarter of 2010 the Central Directorate for Terminal and Warehouse Complex Management started its work. It included the freight yards of the stations where all loading and unloading operations were taking place. An exemption was made for container terminals that were earlier submitted to TransContainer Company.
Formation of the Directorates For Traction Rolling Stock Repair was a much more complicated procedure. It had several stages. First territorial administrations organized railroad directorates. Then these directorates were incorporated into Central Directorates.
The Central Directorate for Traction Rolling Stock Repair was among the first to complete restructuring by April 2010. Then followed the Directorate for Traction that was based on the locomotive stock of the company.
Consolidation of the Central Directorate for Traffic Control was more complex. It incorporated several RZD structures, among them Transportation Management Departments, Commercial Departments for Freight Transport, as well as the Customs Brokerage Center. Formally, the Directorate started its operation in August 2009. Then it annexed three regional directorates, established in Oktyabrskaya, the East Siberian and Krasnoyarsk Railways. Over the next year it incorporated the remaining 14 railroad administrations. The full body of the Central Directorate for Traffic Management came into being in early 2011.
The creation of the Central Directorate for Infrastructure was an even greater challenge, as it comprises even more units: departments of rolling stock, tracks, automation, remote control, electrification and power supply management, utility facilities, as well as inspection for rolling stock safety. This process was launched with the establishment of the Center for Infrastructure Reform. Then traffic infrastructure directorates were established all over RZD’s network.
The legal framework should be developed during 2011, and by the end of 2012 all departments will be integrated into a unified vertical structure.
Vladimir Vorobyov, RZD Vice President, explains that the Central Directorate for Infrastructure is being organized to optimize costs, increase the profitability of transportation and improve safety.
More independence
The reform turned a number of RZD units into separate subsidiary companies. By the end of 2010 The Second Cargo Company JSC and The Federal Passenger Company JSC were established. Suburban transport services started their restructuring. In all, 75 enterprises have been established.
In June 2011, the Central Directorate for Freight Wagons Repair ceased its activities as an RZD branch. It was transformed into three wagon repair companies, each of them consisting of four branches operating in different regions: “Wagon repair Company - 1” (with its 40 subsidiaries), “Wagon Repair Company – 2” (38 companies) and “Wagon Repair Company – 3” (37 companies).
In 2013-2015, the Central Directorate for Terminals and Warehouse Complex is expected to be reformed in a similar way.
Setting up the companies enhanced competitiveness and streamlined funding of freight and passenger services. At a later stage, stakes in these companies are to be sold. From this, RZD is going to earn up to RUR 150 billion by 2012.
Vertical and horizontal reform
Another trend of the reform is horizontal integration. This process will complete vertical integration and establish a three-tier management system. The system was introduced in RZD in 2010, after intermediate structures, 17 railroad departments, had been abolished.
Before, these departments played an important role. In the context of a rudimentary communication system, many issues had to be resolved on-site, in the regions. Over time, computers and automation created the possibility of remote control from the central offices. So railroad departments gradually narrowed, until, finally they were not needed at all.
We call attention to another important point: the RZD apparatus will be headed by the Corporate Center that will focus on strategic and general management issues. The scheme of its formation has not been worked out in detail yet. It is assumed that the Center will include RZD management departments that are not directly related to the transportation process or other economic activities (such as quality management, management methodologies and corporate culture). Respectively, the railroad network will be ruled by the regional Corporate Centers.
Horizontal integration also implies creation of the Technology Coordination Center, as a part of the central RZD apparatus, subordinated to the First Vice president. The new services are designed, in particular, to analyze and improve process coordination and cooperation between different structures. The new structure led by the Center should become a kind of architect to build efficient interaction between different production units.
Today the functions of future technological services are being elaborated. Anatoly Krasnoshchek, the Chief of the East Siberian Railway, believes such a service should identify bottlenecks in field operations, provide analysis of infrastructure capacity and estimate traffic volumes, flows and directions. It should become an initiator and order investment programs implying facilities modernization. The system of technology centers, thus, aims to ensure the unity of the transportation process.
Also a system of situational centers is being established. The Oktyabrskaya Railway, for example, has monitoring centers that comprise signaling arrangements, centralization and blocking systems. The centers should provide on-condition maintenance and repairs of railway infrastructure instead of scheduled repairs.
One of the main questions on the final stage of the reform is how vertical and horizontal management structures should be combined under RZD. The dimensions of the Russian rail system make this question rather complicated. For a long time, road divisions’ superintendents were the key elements of the railway system. With the establishment of subsidiary companies, their functions have changed. But the need for a chain that could link numerous departments at a regional level has actually increased.
There are dozens of directorates’ departments and companies’ subsidiaries that belong to different bodies and even owners, but all together organize the transportation process. It’s impossible to ensure their effective communication through only central apparatus. So division superintendents were authorized to manage the technological and corporate coordination of all parties and company units on a local level, including relations with local authorities and third parties. A division superintendent today has the power to negotiate candidates for positions such as heads of Directorates, to hold them liable for procedural violations, to propose amendments to the budgets of all divisions, and to attract all required resourses in an emergency.
Still to be solved
It’s important to formulate and adopt adequate regulations specifying methods of interaction between directorates and their divisions, road services and subsidiaries. This work is not complete yet, and that sometimes causes misunderstanding.
Oleg Valinsky, First Deputy Head of the Oktyabrskaya Railway, gives an example. The Traffic Management Directorate is able to redirect freight flows, and as a result the Directorate of Traction could be left without work. Vladimir Reingardt, the head of Krasnoyarsk Railroad, notes that there are no instructions on how to cover incidental expenditures caused by one subsidiary and borne by the other. The mechanism of funds distribution between different directorates should be worked out. These two examples show that responsibility for regulations adherence and authority of Corporate Centers have not been exactly specified yet.
Analysts say that the reform’s final stage is likely to be delayed until 2015. This stage involves a strong set of legal, structural and technological measures which should be taken to effectively adjust labour-management relations, born when reform came into life. Russia’s Deputy Prime Minister, Sergey Ivanov, said the final decision on the matter has not been made yet. Development of private property for locomotives could be a tough call, requiring unanimous decision, said Sergey Shishkarev, Head of the Transport Committee of the State Duma.
This possibility is implied by the reform, though many industry participants do not support the idea. Among other controversial issues requiring legislative amendments is participation of private capital in rail infrastructure development, and deregulation of rail rates (including their infrastructure component).
Comparison of Russian railway system with the U.S. gives useful food for thoughts. The operational length of US railways that were built by private companies mostly without government support is 2.7 times greater than those of Russia. However, their turnover and loadings are comparable.
This means that privately owned infrastructure is able to develop to the extent that is required by the economy, and even more. In the case of state owner ship and strict tariff regulation, we have underdeveloped infrastructure and hear complaints about the impossibility of further development.
By Andrey Lazarev
viewpoint
Vadim Morozov,
RZD First Vice-President:
– The shift towards a new management system requires new tools that a manager can apply. The industry changed, and so did the principles of interaction between multiple corporate units. Effective management requires a process approach, it means that all components of the system i.e. regulations, pricing, state policy, cost-cutting measures, regional terms, and the general social and business climate should be balanced. Our task is to elaborate the system that is able to give a timely response to these and many other factors in the business environment, and adapt to life conditions that are changing every day.
[~DETAIL_TEXT] => Functional management
RZD’s management system for a long time has had a multi-layered structure: with central office departments on the top, and relevant departments of the railroad territorial administrations directly subordinated to them. Then followed territorial railroad branches, and railway stations at the bottom.
Each of the units (ranging from services in the administration’s departments) had a double subordination: functionally it was subordinated to the Department of Management, and administratively – to the heads of the railways and their divisions (road division superintendents). Therefore, decision-making was rather complicated. The bottom-level managers, stations masters, used to get lots of contradicting instructions from the whole range of bosses – from the commercial department, transport department, road administration and so on.
Thus, the idea of reform adopted in 2007 was to organize all RZD business types as separate business units, and then build new administrative and economic connections between them, as well as establish a functional hierarchy of the branches. The territorial management model was to be replaced with a functional one. The general purpose was to raise the efficiency of the industry in the market environment.
Vadim Morozov, RZD First Vice President, explained the need for this reform: “Firstly, the industry has to be adequately adapted to the current market environment. This implies reforming the forms of ownership, investment tools, principles of economic accounting, production incentives, methods of personnel management, and more. To become a customer-centered, flexible business, we must be very rational, very clear about our income and expenses for each activity”.
Mr Morozov explained that every major activity should be separated from the common pool to establish normal economic accounting: “Otherwise it’s impossible to organize proper management of revenues and expenditures. Nowadays technology is impossible without economy, and conversely. One of our main tasks is to balance transportation process with market realities”.
RZD’s economic complex is divided into the Central Directorate for Infrastructure, Central Directorate for Traffic Control, Central Directorate for Traction Rolling Stock Repair, Transport Service Center and others. Each of them represents a vertically integrated structure with its own objectives, budget and property.
Cooperation between the Directorates is based on service and goods orders, and is regulated by the demand. Mr Morozov says: “The main principles here, I would say, are demand and transparent accounting. Transport Service Center orders from the Traction Directorate the trains that are claimed and pre-paid by a customer. Accordingly, the Traction Directorate will order as many engines as they need for such shipments. The Locomotive Department makes an order for new equipment and repairs - and so on. That’s exactly how it works in major transporting corporations all over the world.”
The simplest part of the reform was to convert into subsidiaries the units linked to specific departments and services. This process began in 2009 and entered an active phase in 2010. At first the Transport Service Center was established as an RZD subsidiary, it included all railroad centers for transport services. Sergey Kolesnikov, Assistant General Director at the Transport Service Center, notes that the main objective was customer convenience, the ability to provide services without collecting piles of papers and attending dozens of offices. The new system was established to speed up decision-making and development of new services.
In the fourth quarter of 2010 the Central Directorate for Terminal and Warehouse Complex Management started its work. It included the freight yards of the stations where all loading and unloading operations were taking place. An exemption was made for container terminals that were earlier submitted to TransContainer Company.
Formation of the Directorates For Traction Rolling Stock Repair was a much more complicated procedure. It had several stages. First territorial administrations organized railroad directorates. Then these directorates were incorporated into Central Directorates.
The Central Directorate for Traction Rolling Stock Repair was among the first to complete restructuring by April 2010. Then followed the Directorate for Traction that was based on the locomotive stock of the company.
Consolidation of the Central Directorate for Traffic Control was more complex. It incorporated several RZD structures, among them Transportation Management Departments, Commercial Departments for Freight Transport, as well as the Customs Brokerage Center. Formally, the Directorate started its operation in August 2009. Then it annexed three regional directorates, established in Oktyabrskaya, the East Siberian and Krasnoyarsk Railways. Over the next year it incorporated the remaining 14 railroad administrations. The full body of the Central Directorate for Traffic Management came into being in early 2011.
The creation of the Central Directorate for Infrastructure was an even greater challenge, as it comprises even more units: departments of rolling stock, tracks, automation, remote control, electrification and power supply management, utility facilities, as well as inspection for rolling stock safety. This process was launched with the establishment of the Center for Infrastructure Reform. Then traffic infrastructure directorates were established all over RZD’s network.
The legal framework should be developed during 2011, and by the end of 2012 all departments will be integrated into a unified vertical structure.
Vladimir Vorobyov, RZD Vice President, explains that the Central Directorate for Infrastructure is being organized to optimize costs, increase the profitability of transportation and improve safety.
More independence
The reform turned a number of RZD units into separate subsidiary companies. By the end of 2010 The Second Cargo Company JSC and The Federal Passenger Company JSC were established. Suburban transport services started their restructuring. In all, 75 enterprises have been established.
In June 2011, the Central Directorate for Freight Wagons Repair ceased its activities as an RZD branch. It was transformed into three wagon repair companies, each of them consisting of four branches operating in different regions: “Wagon repair Company - 1” (with its 40 subsidiaries), “Wagon Repair Company – 2” (38 companies) and “Wagon Repair Company – 3” (37 companies).
In 2013-2015, the Central Directorate for Terminals and Warehouse Complex is expected to be reformed in a similar way.
Setting up the companies enhanced competitiveness and streamlined funding of freight and passenger services. At a later stage, stakes in these companies are to be sold. From this, RZD is going to earn up to RUR 150 billion by 2012.
Vertical and horizontal reform
Another trend of the reform is horizontal integration. This process will complete vertical integration and establish a three-tier management system. The system was introduced in RZD in 2010, after intermediate structures, 17 railroad departments, had been abolished.
Before, these departments played an important role. In the context of a rudimentary communication system, many issues had to be resolved on-site, in the regions. Over time, computers and automation created the possibility of remote control from the central offices. So railroad departments gradually narrowed, until, finally they were not needed at all.
We call attention to another important point: the RZD apparatus will be headed by the Corporate Center that will focus on strategic and general management issues. The scheme of its formation has not been worked out in detail yet. It is assumed that the Center will include RZD management departments that are not directly related to the transportation process or other economic activities (such as quality management, management methodologies and corporate culture). Respectively, the railroad network will be ruled by the regional Corporate Centers.
Horizontal integration also implies creation of the Technology Coordination Center, as a part of the central RZD apparatus, subordinated to the First Vice president. The new services are designed, in particular, to analyze and improve process coordination and cooperation between different structures. The new structure led by the Center should become a kind of architect to build efficient interaction between different production units.
Today the functions of future technological services are being elaborated. Anatoly Krasnoshchek, the Chief of the East Siberian Railway, believes such a service should identify bottlenecks in field operations, provide analysis of infrastructure capacity and estimate traffic volumes, flows and directions. It should become an initiator and order investment programs implying facilities modernization. The system of technology centers, thus, aims to ensure the unity of the transportation process.
Also a system of situational centers is being established. The Oktyabrskaya Railway, for example, has monitoring centers that comprise signaling arrangements, centralization and blocking systems. The centers should provide on-condition maintenance and repairs of railway infrastructure instead of scheduled repairs.
One of the main questions on the final stage of the reform is how vertical and horizontal management structures should be combined under RZD. The dimensions of the Russian rail system make this question rather complicated. For a long time, road divisions’ superintendents were the key elements of the railway system. With the establishment of subsidiary companies, their functions have changed. But the need for a chain that could link numerous departments at a regional level has actually increased.
There are dozens of directorates’ departments and companies’ subsidiaries that belong to different bodies and even owners, but all together organize the transportation process. It’s impossible to ensure their effective communication through only central apparatus. So division superintendents were authorized to manage the technological and corporate coordination of all parties and company units on a local level, including relations with local authorities and third parties. A division superintendent today has the power to negotiate candidates for positions such as heads of Directorates, to hold them liable for procedural violations, to propose amendments to the budgets of all divisions, and to attract all required resourses in an emergency.
Still to be solved
It’s important to formulate and adopt adequate regulations specifying methods of interaction between directorates and their divisions, road services and subsidiaries. This work is not complete yet, and that sometimes causes misunderstanding.
Oleg Valinsky, First Deputy Head of the Oktyabrskaya Railway, gives an example. The Traffic Management Directorate is able to redirect freight flows, and as a result the Directorate of Traction could be left without work. Vladimir Reingardt, the head of Krasnoyarsk Railroad, notes that there are no instructions on how to cover incidental expenditures caused by one subsidiary and borne by the other. The mechanism of funds distribution between different directorates should be worked out. These two examples show that responsibility for regulations adherence and authority of Corporate Centers have not been exactly specified yet.
Analysts say that the reform’s final stage is likely to be delayed until 2015. This stage involves a strong set of legal, structural and technological measures which should be taken to effectively adjust labour-management relations, born when reform came into life. Russia’s Deputy Prime Minister, Sergey Ivanov, said the final decision on the matter has not been made yet. Development of private property for locomotives could be a tough call, requiring unanimous decision, said Sergey Shishkarev, Head of the Transport Committee of the State Duma.
This possibility is implied by the reform, though many industry participants do not support the idea. Among other controversial issues requiring legislative amendments is participation of private capital in rail infrastructure development, and deregulation of rail rates (including their infrastructure component).
Comparison of Russian railway system with the U.S. gives useful food for thoughts. The operational length of US railways that were built by private companies mostly without government support is 2.7 times greater than those of Russia. However, their turnover and loadings are comparable.
This means that privately owned infrastructure is able to develop to the extent that is required by the economy, and even more. In the case of state owner ship and strict tariff regulation, we have underdeveloped infrastructure and hear complaints about the impossibility of further development.
By Andrey Lazarev
viewpoint
Vadim Morozov,
RZD First Vice-President:
– The shift towards a new management system requires new tools that a manager can apply. The industry changed, and so did the principles of interaction between multiple corporate units. Effective management requires a process approach, it means that all components of the system i.e. regulations, pricing, state policy, cost-cutting measures, regional terms, and the general social and business climate should be balanced. Our task is to elaborate the system that is able to give a timely response to these and many other factors in the business environment, and adapt to life conditions that are changing every day.
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[DETAIL_TEXT] => A Lot Depends on the System of Rail Transport Corridor Development
The President of Russian Railways Vladimir Yakunin said at the VI International Business Forum: 1520 Strategic Partnership in Sochi that the growth of rail transport is about developing a system of rail transport corridors.
“Today it is clear that the growth of rail transport includes the development of rail transport corridors,” said Mr Yakunin. “This represents the possibility of shipping freight to and from major production centres consuming those products transported by rail. Experts estimate that from 2050, China’s growing economy will outperform that of the USA. In historical terms, 35 years is a very short period. We have to start planning today for developments in 2030 and 2050 because the economy cannot grow without even faster development of infrastructure.”
According to Mr Yakunin, the topic of developing transport corridors has become not just a current issue, but a technological necessity.
The very idea of integration came after Russian Railways resumed its membership of the International Union of Railways (UIC) three years ago.
However, for 49 years prior to that, the broad and narrow gauge systems evolved completely independently of each other.
“Today, for the first time, the UIC and the European Union bodies responsible for transport administration are talking seriously about the need not only for cooperation, but also for approaches to geographical integration by unifying rolling stock standards which could be used in both systems, as well as by adopting transportation quality requirements. This bears witness to the fact that we’ve moved from political integration to practical integration,” said the President of Russian Railways.
FESCO Purchased MetizTrans Group of Companies
On July 20, 2011, FESCO Transportation Group announced that it had closed the transaction to acquire companies of MetizTrans group, a private rail operator with 971 railcar in operation, including 732 gondola cars and 120 container flat wagons.
A 99.9% shareholding in companies of MetizTrans group were acquired on the balance sheet of Transgarant – FESCO’s core rail company. The acquisition was financed with debt.
By agreement with the selling party, the transaction amount is not disclosed at the moment.
“MetizTrans is focused mainly on coal transportation in Eastern Siberia and Far-East, being a synergetic addition to Transgarant’s existing strong positions in this market. We believe the acquisition of this efficiently ran business will further boost our presence in rail transportation in these regions”, said Alexey Grom, FESCO Vice President for Rail.
With the acquisition of “MetizTrans”, FESCO’s total railcars fleet will exceed 19,000 units, which will enable FESCO to better fulfill the growing demand for rolling stock. According to Alexey Grom, this acquisition is part of FESCO’s bulk rail development strategy, which includes, among other things, the plan to increase FESCO total railcars fleet up to at least 20,000 units before the end of the year.
Freight One Increased Cargo Transportation by 12% in H1 of 2011
Freight One hauled 148.3 million metric tons of freight in the first half of 2011, an increase of 12.2% in comparison with the same period of 2010.
This figure includes 55 million tons of coal (+19%), 34.9 million tons of oil products (-7.6%), 12.9 million tons of ore (+8.6%), 12.2 million tons of construction materials (+74.6%), 6.9 million tons of cement (+4.5%), 10.3 million tons of ferrous metals (+15.7%), 2.7 million tons of chemical and mineral fertilisers (+3 5%) and 2.3 million tons of coke (+17.5%).
The company accounted for 21.8% of all freight haulage in Russia in the first half of 2011.
Russian Railways formulates development programme for railways in Far East
RZD has drawn up a programme to develop the eastern parts of the Trans-Siberian and Baikal-Amur Railways which is aimed at eliminating the rail networks infrastructural bottlenecks.
In accordance with the programme, the following main projects will be implemented during the period from 2011 to 2015:
• comprehensive reconstruction of the stretch between Karymskaya - Zabaikalsk with the electrification of the stretch between Karymskaya – Borzya
• comprehensive reconstruction of 3,230 km of permanent way
• reconstruction of permanent structures
• reconstruction and development of stations, railway junctions and hubs, including Chita-I and Chita-II, Karymskaya, Belogorsk, Khabarovsk, Ussuriysk and Zabaikalsk
• faster construction of energy-saving devices, including the modernisation of 55 traction sub-stations and the reconstruction of the catenary devices on 702 km of track
• modernisation of signalling and communications, including equipping permanently operating automatic block signalling along 1,170 km of dual-track, fitting 26 stations with microprocessor equipment centralisation and constructing GSM-standard train, station, repair and operating radio communications
Total investment in the development of the Trans-Siberian Railway is estimated at 193 billion roubles in 2010 prices excluding VAT.
Outsourcing is the way to efficiency
Non-commercial partnership the Outsourcing Operators’ Union was established in 2007 and now unites 60 enterprises operating in different sectors, where outsourcing is used. It is a member of the Chamber of Commerce and Industry of the Russian Federation, and a participant in the Russian Business’ Social Charter of the Russian Union of Industrialists and Entrepreneurs.
An important activity of the Union is giving assistance to small and medium businesses operating in the outsourcing sector, providing services to the housing and utilities sector, providing outsourcing of real estate facilities, maintenance and repair of power facilities, water supplies and canalisation systems.
Other activities include consulting and all-round support to foreign businesses in Russia, deal safety support outsourcing.
One of the basic activities of the Union is supporting and organizing professional services to develop, implement and certify management systems in accordance with international and Russian standards (ISO), integrated management systems. It also holds seminars and training sessions for specialists.
Specialists at the Union developed and registered a system of self certification in the transport sector RosTransStandard. The system has been a success and has wider possibilities, including in the personnel certification sector and elsewhere in the transport sector.
A prospective activity of the Union is transport machine building. The Union is a full member of non-commercial partnership the Union of Industries of Railway Equipment and it promotes the application of the International Railway Industry Standard (IRIS) in the sector’s enterprises.
A new interesting activity of partnership members is the provision of outsourcing services to state authorities and local administrations.
Much attention is paid to the professional training and re-training of staff, recruitment, and employment assistance for dismissed personnel.
Members of the Union have great potential to provide outsourcing help in logistics and forwarding services, IT, accountancy (outside accounting departments, auditors), cleaning (clearance of offices, hotels, commercial premises, warehouses, factories and entire territories), security and concierge services, material and technical supply services, gardening and landscaping services, etc.
One of the important businesses of the Union’s members is provision of services in the staff records management sector – outsourcing, auditing.
The partnership’s members have successfully provided operators who can provide outsourcing of basic and branch business processes for the management sector, human resources and services sector. This allows customers to make their business more efficient and get opportunity to reach their key targets.
Contacts:
Moscow, Komsomolskaya Square, 3/30,
building 4, office 432,
phone: +7(499) 503 93 38
St Petersburg, Constitution Square, 7,
BC LEADER, office 639,
phone/fax: +7(812) 676 48 84
e-mail: info@upcoo.ru
www.upcoo.ru
Andrey Schepochkin, Vice President, Chairman of the Board of non-commercial partnership, Outsourcing Operators’ Union
NCC Set Up Rail Operator
National Container Company (NCC) established rail operator company, NCC Logistics. The new company provides block trains to/from NCC terminals as well as local delivery by truck from rail station at destination to consignee’s warehouse and empty return back to port.
Since May, 2010 the service has worked in a test mode which indicated the high demand for block trains dispatched from First Container Terminal (FCT). From July, 2011 NCC Logistics operates trains from FCT to Logistika-Terminal (NCC’s dry port), Moscow and Kaluga region.
In future, after Ust-Luga Container Terminal is launched, block trains are planned also from Ust-Luga.
NCC President, Alyona Ashurkova commented: “Setting up of own rail operator is a logical step of NCC’s business development which enhances efficiency and competitive advantages of NCC group as a whole. The new logistics division will integrate rail and port services and secures accuracy of container delivery to our clients”.
Freight Two Is Going to Order 3,000 Gondola Cars from Uralvagonzavod
Freight Two (a daughter company of RZD) agreed with Uralvagonzavod on placement of an order on manufacture of 3,000 new car bodies for gondola wagons.
The cost of the contract may amount to RUR 6 billion. The railcars will be purchased in the framework of the programme for the company’s rolling stock modernisation.
According to a source in the sector, the cost of one gondola car for such customers as Freight Two or Freight One is RUR 2 million (the VAT excluded).
Also, Freight Two plans to create a base for its rolling stock repair on the basis of the Smychka wagon maintenance depot in Nizhny Tagil (the Sverdlovskaya Oblast). The new base is supposed to be put into operation in late autumn in 2011. According to the company’s plans, in the next five years, over 10,000 gondola cars will be repaired with car body replacement.
[~DETAIL_TEXT] => A Lot Depends on the System of Rail Transport Corridor Development
The President of Russian Railways Vladimir Yakunin said at the VI International Business Forum: 1520 Strategic Partnership in Sochi that the growth of rail transport is about developing a system of rail transport corridors.
“Today it is clear that the growth of rail transport includes the development of rail transport corridors,” said Mr Yakunin. “This represents the possibility of shipping freight to and from major production centres consuming those products transported by rail. Experts estimate that from 2050, China’s growing economy will outperform that of the USA. In historical terms, 35 years is a very short period. We have to start planning today for developments in 2030 and 2050 because the economy cannot grow without even faster development of infrastructure.”
According to Mr Yakunin, the topic of developing transport corridors has become not just a current issue, but a technological necessity.
The very idea of integration came after Russian Railways resumed its membership of the International Union of Railways (UIC) three years ago.
However, for 49 years prior to that, the broad and narrow gauge systems evolved completely independently of each other.
“Today, for the first time, the UIC and the European Union bodies responsible for transport administration are talking seriously about the need not only for cooperation, but also for approaches to geographical integration by unifying rolling stock standards which could be used in both systems, as well as by adopting transportation quality requirements. This bears witness to the fact that we’ve moved from political integration to practical integration,” said the President of Russian Railways.
FESCO Purchased MetizTrans Group of Companies
On July 20, 2011, FESCO Transportation Group announced that it had closed the transaction to acquire companies of MetizTrans group, a private rail operator with 971 railcar in operation, including 732 gondola cars and 120 container flat wagons.
A 99.9% shareholding in companies of MetizTrans group were acquired on the balance sheet of Transgarant – FESCO’s core rail company. The acquisition was financed with debt.
By agreement with the selling party, the transaction amount is not disclosed at the moment.
“MetizTrans is focused mainly on coal transportation in Eastern Siberia and Far-East, being a synergetic addition to Transgarant’s existing strong positions in this market. We believe the acquisition of this efficiently ran business will further boost our presence in rail transportation in these regions”, said Alexey Grom, FESCO Vice President for Rail.
With the acquisition of “MetizTrans”, FESCO’s total railcars fleet will exceed 19,000 units, which will enable FESCO to better fulfill the growing demand for rolling stock. According to Alexey Grom, this acquisition is part of FESCO’s bulk rail development strategy, which includes, among other things, the plan to increase FESCO total railcars fleet up to at least 20,000 units before the end of the year.
Freight One Increased Cargo Transportation by 12% in H1 of 2011
Freight One hauled 148.3 million metric tons of freight in the first half of 2011, an increase of 12.2% in comparison with the same period of 2010.
This figure includes 55 million tons of coal (+19%), 34.9 million tons of oil products (-7.6%), 12.9 million tons of ore (+8.6%), 12.2 million tons of construction materials (+74.6%), 6.9 million tons of cement (+4.5%), 10.3 million tons of ferrous metals (+15.7%), 2.7 million tons of chemical and mineral fertilisers (+3 5%) and 2.3 million tons of coke (+17.5%).
The company accounted for 21.8% of all freight haulage in Russia in the first half of 2011.
Russian Railways formulates development programme for railways in Far East
RZD has drawn up a programme to develop the eastern parts of the Trans-Siberian and Baikal-Amur Railways which is aimed at eliminating the rail networks infrastructural bottlenecks.
In accordance with the programme, the following main projects will be implemented during the period from 2011 to 2015:
• comprehensive reconstruction of the stretch between Karymskaya - Zabaikalsk with the electrification of the stretch between Karymskaya – Borzya
• comprehensive reconstruction of 3,230 km of permanent way
• reconstruction of permanent structures
• reconstruction and development of stations, railway junctions and hubs, including Chita-I and Chita-II, Karymskaya, Belogorsk, Khabarovsk, Ussuriysk and Zabaikalsk
• faster construction of energy-saving devices, including the modernisation of 55 traction sub-stations and the reconstruction of the catenary devices on 702 km of track
• modernisation of signalling and communications, including equipping permanently operating automatic block signalling along 1,170 km of dual-track, fitting 26 stations with microprocessor equipment centralisation and constructing GSM-standard train, station, repair and operating radio communications
Total investment in the development of the Trans-Siberian Railway is estimated at 193 billion roubles in 2010 prices excluding VAT.
Outsourcing is the way to efficiency
Non-commercial partnership the Outsourcing Operators’ Union was established in 2007 and now unites 60 enterprises operating in different sectors, where outsourcing is used. It is a member of the Chamber of Commerce and Industry of the Russian Federation, and a participant in the Russian Business’ Social Charter of the Russian Union of Industrialists and Entrepreneurs.
An important activity of the Union is giving assistance to small and medium businesses operating in the outsourcing sector, providing services to the housing and utilities sector, providing outsourcing of real estate facilities, maintenance and repair of power facilities, water supplies and canalisation systems.
Other activities include consulting and all-round support to foreign businesses in Russia, deal safety support outsourcing.
One of the basic activities of the Union is supporting and organizing professional services to develop, implement and certify management systems in accordance with international and Russian standards (ISO), integrated management systems. It also holds seminars and training sessions for specialists.
Specialists at the Union developed and registered a system of self certification in the transport sector RosTransStandard. The system has been a success and has wider possibilities, including in the personnel certification sector and elsewhere in the transport sector.
A prospective activity of the Union is transport machine building. The Union is a full member of non-commercial partnership the Union of Industries of Railway Equipment and it promotes the application of the International Railway Industry Standard (IRIS) in the sector’s enterprises.
A new interesting activity of partnership members is the provision of outsourcing services to state authorities and local administrations.
Much attention is paid to the professional training and re-training of staff, recruitment, and employment assistance for dismissed personnel.
Members of the Union have great potential to provide outsourcing help in logistics and forwarding services, IT, accountancy (outside accounting departments, auditors), cleaning (clearance of offices, hotels, commercial premises, warehouses, factories and entire territories), security and concierge services, material and technical supply services, gardening and landscaping services, etc.
One of the important businesses of the Union’s members is provision of services in the staff records management sector – outsourcing, auditing.
The partnership’s members have successfully provided operators who can provide outsourcing of basic and branch business processes for the management sector, human resources and services sector. This allows customers to make their business more efficient and get opportunity to reach their key targets.
Contacts:
Moscow, Komsomolskaya Square, 3/30,
building 4, office 432,
phone: +7(499) 503 93 38
St Petersburg, Constitution Square, 7,
BC LEADER, office 639,
phone/fax: +7(812) 676 48 84
e-mail: info@upcoo.ru
www.upcoo.ru
Andrey Schepochkin, Vice President, Chairman of the Board of non-commercial partnership, Outsourcing Operators’ Union
NCC Set Up Rail Operator
National Container Company (NCC) established rail operator company, NCC Logistics. The new company provides block trains to/from NCC terminals as well as local delivery by truck from rail station at destination to consignee’s warehouse and empty return back to port.
Since May, 2010 the service has worked in a test mode which indicated the high demand for block trains dispatched from First Container Terminal (FCT). From July, 2011 NCC Logistics operates trains from FCT to Logistika-Terminal (NCC’s dry port), Moscow and Kaluga region.
In future, after Ust-Luga Container Terminal is launched, block trains are planned also from Ust-Luga.
NCC President, Alyona Ashurkova commented: “Setting up of own rail operator is a logical step of NCC’s business development which enhances efficiency and competitive advantages of NCC group as a whole. The new logistics division will integrate rail and port services and secures accuracy of container delivery to our clients”.
Freight Two Is Going to Order 3,000 Gondola Cars from Uralvagonzavod
Freight Two (a daughter company of RZD) agreed with Uralvagonzavod on placement of an order on manufacture of 3,000 new car bodies for gondola wagons.
The cost of the contract may amount to RUR 6 billion. The railcars will be purchased in the framework of the programme for the company’s rolling stock modernisation.
According to a source in the sector, the cost of one gondola car for such customers as Freight Two or Freight One is RUR 2 million (the VAT excluded).
Also, Freight Two plans to create a base for its rolling stock repair on the basis of the Smychka wagon maintenance depot in Nizhny Tagil (the Sverdlovskaya Oblast). The new base is supposed to be put into operation in late autumn in 2011. According to the company’s plans, in the next five years, over 10,000 gondola cars will be repaired with car body replacement.
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[DETAIL_TEXT] => A Lot Depends on the System of Rail Transport Corridor Development
The President of Russian Railways Vladimir Yakunin said at the VI International Business Forum: 1520 Strategic Partnership in Sochi that the growth of rail transport is about developing a system of rail transport corridors.
“Today it is clear that the growth of rail transport includes the development of rail transport corridors,” said Mr Yakunin. “This represents the possibility of shipping freight to and from major production centres consuming those products transported by rail. Experts estimate that from 2050, China’s growing economy will outperform that of the USA. In historical terms, 35 years is a very short period. We have to start planning today for developments in 2030 and 2050 because the economy cannot grow without even faster development of infrastructure.”
According to Mr Yakunin, the topic of developing transport corridors has become not just a current issue, but a technological necessity.
The very idea of integration came after Russian Railways resumed its membership of the International Union of Railways (UIC) three years ago.
However, for 49 years prior to that, the broad and narrow gauge systems evolved completely independently of each other.
“Today, for the first time, the UIC and the European Union bodies responsible for transport administration are talking seriously about the need not only for cooperation, but also for approaches to geographical integration by unifying rolling stock standards which could be used in both systems, as well as by adopting transportation quality requirements. This bears witness to the fact that we’ve moved from political integration to practical integration,” said the President of Russian Railways.
FESCO Purchased MetizTrans Group of Companies
On July 20, 2011, FESCO Transportation Group announced that it had closed the transaction to acquire companies of MetizTrans group, a private rail operator with 971 railcar in operation, including 732 gondola cars and 120 container flat wagons.
A 99.9% shareholding in companies of MetizTrans group were acquired on the balance sheet of Transgarant – FESCO’s core rail company. The acquisition was financed with debt.
By agreement with the selling party, the transaction amount is not disclosed at the moment.
“MetizTrans is focused mainly on coal transportation in Eastern Siberia and Far-East, being a synergetic addition to Transgarant’s existing strong positions in this market. We believe the acquisition of this efficiently ran business will further boost our presence in rail transportation in these regions”, said Alexey Grom, FESCO Vice President for Rail.
With the acquisition of “MetizTrans”, FESCO’s total railcars fleet will exceed 19,000 units, which will enable FESCO to better fulfill the growing demand for rolling stock. According to Alexey Grom, this acquisition is part of FESCO’s bulk rail development strategy, which includes, among other things, the plan to increase FESCO total railcars fleet up to at least 20,000 units before the end of the year.
Freight One Increased Cargo Transportation by 12% in H1 of 2011
Freight One hauled 148.3 million metric tons of freight in the first half of 2011, an increase of 12.2% in comparison with the same period of 2010.
This figure includes 55 million tons of coal (+19%), 34.9 million tons of oil products (-7.6%), 12.9 million tons of ore (+8.6%), 12.2 million tons of construction materials (+74.6%), 6.9 million tons of cement (+4.5%), 10.3 million tons of ferrous metals (+15.7%), 2.7 million tons of chemical and mineral fertilisers (+3 5%) and 2.3 million tons of coke (+17.5%).
The company accounted for 21.8% of all freight haulage in Russia in the first half of 2011.
Russian Railways formulates development programme for railways in Far East
RZD has drawn up a programme to develop the eastern parts of the Trans-Siberian and Baikal-Amur Railways which is aimed at eliminating the rail networks infrastructural bottlenecks.
In accordance with the programme, the following main projects will be implemented during the period from 2011 to 2015:
• comprehensive reconstruction of the stretch between Karymskaya - Zabaikalsk with the electrification of the stretch between Karymskaya – Borzya
• comprehensive reconstruction of 3,230 km of permanent way
• reconstruction of permanent structures
• reconstruction and development of stations, railway junctions and hubs, including Chita-I and Chita-II, Karymskaya, Belogorsk, Khabarovsk, Ussuriysk and Zabaikalsk
• faster construction of energy-saving devices, including the modernisation of 55 traction sub-stations and the reconstruction of the catenary devices on 702 km of track
• modernisation of signalling and communications, including equipping permanently operating automatic block signalling along 1,170 km of dual-track, fitting 26 stations with microprocessor equipment centralisation and constructing GSM-standard train, station, repair and operating radio communications
Total investment in the development of the Trans-Siberian Railway is estimated at 193 billion roubles in 2010 prices excluding VAT.
Outsourcing is the way to efficiency
Non-commercial partnership the Outsourcing Operators’ Union was established in 2007 and now unites 60 enterprises operating in different sectors, where outsourcing is used. It is a member of the Chamber of Commerce and Industry of the Russian Federation, and a participant in the Russian Business’ Social Charter of the Russian Union of Industrialists and Entrepreneurs.
An important activity of the Union is giving assistance to small and medium businesses operating in the outsourcing sector, providing services to the housing and utilities sector, providing outsourcing of real estate facilities, maintenance and repair of power facilities, water supplies and canalisation systems.
Other activities include consulting and all-round support to foreign businesses in Russia, deal safety support outsourcing.
One of the basic activities of the Union is supporting and organizing professional services to develop, implement and certify management systems in accordance with international and Russian standards (ISO), integrated management systems. It also holds seminars and training sessions for specialists.
Specialists at the Union developed and registered a system of self certification in the transport sector RosTransStandard. The system has been a success and has wider possibilities, including in the personnel certification sector and elsewhere in the transport sector.
A prospective activity of the Union is transport machine building. The Union is a full member of non-commercial partnership the Union of Industries of Railway Equipment and it promotes the application of the International Railway Industry Standard (IRIS) in the sector’s enterprises.
A new interesting activity of partnership members is the provision of outsourcing services to state authorities and local administrations.
Much attention is paid to the professional training and re-training of staff, recruitment, and employment assistance for dismissed personnel.
Members of the Union have great potential to provide outsourcing help in logistics and forwarding services, IT, accountancy (outside accounting departments, auditors), cleaning (clearance of offices, hotels, commercial premises, warehouses, factories and entire territories), security and concierge services, material and technical supply services, gardening and landscaping services, etc.
One of the important businesses of the Union’s members is provision of services in the staff records management sector – outsourcing, auditing.
The partnership’s members have successfully provided operators who can provide outsourcing of basic and branch business processes for the management sector, human resources and services sector. This allows customers to make their business more efficient and get opportunity to reach their key targets.
Contacts:
Moscow, Komsomolskaya Square, 3/30,
building 4, office 432,
phone: +7(499) 503 93 38
St Petersburg, Constitution Square, 7,
BC LEADER, office 639,
phone/fax: +7(812) 676 48 84
e-mail: info@upcoo.ru
www.upcoo.ru
Andrey Schepochkin, Vice President, Chairman of the Board of non-commercial partnership, Outsourcing Operators’ Union
NCC Set Up Rail Operator
National Container Company (NCC) established rail operator company, NCC Logistics. The new company provides block trains to/from NCC terminals as well as local delivery by truck from rail station at destination to consignee’s warehouse and empty return back to port.
Since May, 2010 the service has worked in a test mode which indicated the high demand for block trains dispatched from First Container Terminal (FCT). From July, 2011 NCC Logistics operates trains from FCT to Logistika-Terminal (NCC’s dry port), Moscow and Kaluga region.
In future, after Ust-Luga Container Terminal is launched, block trains are planned also from Ust-Luga.
NCC President, Alyona Ashurkova commented: “Setting up of own rail operator is a logical step of NCC’s business development which enhances efficiency and competitive advantages of NCC group as a whole. The new logistics division will integrate rail and port services and secures accuracy of container delivery to our clients”.
Freight Two Is Going to Order 3,000 Gondola Cars from Uralvagonzavod
Freight Two (a daughter company of RZD) agreed with Uralvagonzavod on placement of an order on manufacture of 3,000 new car bodies for gondola wagons.
The cost of the contract may amount to RUR 6 billion. The railcars will be purchased in the framework of the programme for the company’s rolling stock modernisation.
According to a source in the sector, the cost of one gondola car for such customers as Freight Two or Freight One is RUR 2 million (the VAT excluded).
Also, Freight Two plans to create a base for its rolling stock repair on the basis of the Smychka wagon maintenance depot in Nizhny Tagil (the Sverdlovskaya Oblast). The new base is supposed to be put into operation in late autumn in 2011. According to the company’s plans, in the next five years, over 10,000 gondola cars will be repaired with car body replacement.
[~DETAIL_TEXT] => A Lot Depends on the System of Rail Transport Corridor Development
The President of Russian Railways Vladimir Yakunin said at the VI International Business Forum: 1520 Strategic Partnership in Sochi that the growth of rail transport is about developing a system of rail transport corridors.
“Today it is clear that the growth of rail transport includes the development of rail transport corridors,” said Mr Yakunin. “This represents the possibility of shipping freight to and from major production centres consuming those products transported by rail. Experts estimate that from 2050, China’s growing economy will outperform that of the USA. In historical terms, 35 years is a very short period. We have to start planning today for developments in 2030 and 2050 because the economy cannot grow without even faster development of infrastructure.”
According to Mr Yakunin, the topic of developing transport corridors has become not just a current issue, but a technological necessity.
The very idea of integration came after Russian Railways resumed its membership of the International Union of Railways (UIC) three years ago.
However, for 49 years prior to that, the broad and narrow gauge systems evolved completely independently of each other.
“Today, for the first time, the UIC and the European Union bodies responsible for transport administration are talking seriously about the need not only for cooperation, but also for approaches to geographical integration by unifying rolling stock standards which could be used in both systems, as well as by adopting transportation quality requirements. This bears witness to the fact that we’ve moved from political integration to practical integration,” said the President of Russian Railways.
FESCO Purchased MetizTrans Group of Companies
On July 20, 2011, FESCO Transportation Group announced that it had closed the transaction to acquire companies of MetizTrans group, a private rail operator with 971 railcar in operation, including 732 gondola cars and 120 container flat wagons.
A 99.9% shareholding in companies of MetizTrans group were acquired on the balance sheet of Transgarant – FESCO’s core rail company. The acquisition was financed with debt.
By agreement with the selling party, the transaction amount is not disclosed at the moment.
“MetizTrans is focused mainly on coal transportation in Eastern Siberia and Far-East, being a synergetic addition to Transgarant’s existing strong positions in this market. We believe the acquisition of this efficiently ran business will further boost our presence in rail transportation in these regions”, said Alexey Grom, FESCO Vice President for Rail.
With the acquisition of “MetizTrans”, FESCO’s total railcars fleet will exceed 19,000 units, which will enable FESCO to better fulfill the growing demand for rolling stock. According to Alexey Grom, this acquisition is part of FESCO’s bulk rail development strategy, which includes, among other things, the plan to increase FESCO total railcars fleet up to at least 20,000 units before the end of the year.
Freight One Increased Cargo Transportation by 12% in H1 of 2011
Freight One hauled 148.3 million metric tons of freight in the first half of 2011, an increase of 12.2% in comparison with the same period of 2010.
This figure includes 55 million tons of coal (+19%), 34.9 million tons of oil products (-7.6%), 12.9 million tons of ore (+8.6%), 12.2 million tons of construction materials (+74.6%), 6.9 million tons of cement (+4.5%), 10.3 million tons of ferrous metals (+15.7%), 2.7 million tons of chemical and mineral fertilisers (+3 5%) and 2.3 million tons of coke (+17.5%).
The company accounted for 21.8% of all freight haulage in Russia in the first half of 2011.
Russian Railways formulates development programme for railways in Far East
RZD has drawn up a programme to develop the eastern parts of the Trans-Siberian and Baikal-Amur Railways which is aimed at eliminating the rail networks infrastructural bottlenecks.
In accordance with the programme, the following main projects will be implemented during the period from 2011 to 2015:
• comprehensive reconstruction of the stretch between Karymskaya - Zabaikalsk with the electrification of the stretch between Karymskaya – Borzya
• comprehensive reconstruction of 3,230 km of permanent way
• reconstruction of permanent structures
• reconstruction and development of stations, railway junctions and hubs, including Chita-I and Chita-II, Karymskaya, Belogorsk, Khabarovsk, Ussuriysk and Zabaikalsk
• faster construction of energy-saving devices, including the modernisation of 55 traction sub-stations and the reconstruction of the catenary devices on 702 km of track
• modernisation of signalling and communications, including equipping permanently operating automatic block signalling along 1,170 km of dual-track, fitting 26 stations with microprocessor equipment centralisation and constructing GSM-standard train, station, repair and operating radio communications
Total investment in the development of the Trans-Siberian Railway is estimated at 193 billion roubles in 2010 prices excluding VAT.
Outsourcing is the way to efficiency
Non-commercial partnership the Outsourcing Operators’ Union was established in 2007 and now unites 60 enterprises operating in different sectors, where outsourcing is used. It is a member of the Chamber of Commerce and Industry of the Russian Federation, and a participant in the Russian Business’ Social Charter of the Russian Union of Industrialists and Entrepreneurs.
An important activity of the Union is giving assistance to small and medium businesses operating in the outsourcing sector, providing services to the housing and utilities sector, providing outsourcing of real estate facilities, maintenance and repair of power facilities, water supplies and canalisation systems.
Other activities include consulting and all-round support to foreign businesses in Russia, deal safety support outsourcing.
One of the basic activities of the Union is supporting and organizing professional services to develop, implement and certify management systems in accordance with international and Russian standards (ISO), integrated management systems. It also holds seminars and training sessions for specialists.
Specialists at the Union developed and registered a system of self certification in the transport sector RosTransStandard. The system has been a success and has wider possibilities, including in the personnel certification sector and elsewhere in the transport sector.
A prospective activity of the Union is transport machine building. The Union is a full member of non-commercial partnership the Union of Industries of Railway Equipment and it promotes the application of the International Railway Industry Standard (IRIS) in the sector’s enterprises.
A new interesting activity of partnership members is the provision of outsourcing services to state authorities and local administrations.
Much attention is paid to the professional training and re-training of staff, recruitment, and employment assistance for dismissed personnel.
Members of the Union have great potential to provide outsourcing help in logistics and forwarding services, IT, accountancy (outside accounting departments, auditors), cleaning (clearance of offices, hotels, commercial premises, warehouses, factories and entire territories), security and concierge services, material and technical supply services, gardening and landscaping services, etc.
One of the important businesses of the Union’s members is provision of services in the staff records management sector – outsourcing, auditing.
The partnership’s members have successfully provided operators who can provide outsourcing of basic and branch business processes for the management sector, human resources and services sector. This allows customers to make their business more efficient and get opportunity to reach their key targets.
Contacts:
Moscow, Komsomolskaya Square, 3/30,
building 4, office 432,
phone: +7(499) 503 93 38
St Petersburg, Constitution Square, 7,
BC LEADER, office 639,
phone/fax: +7(812) 676 48 84
e-mail: info@upcoo.ru
www.upcoo.ru
Andrey Schepochkin, Vice President, Chairman of the Board of non-commercial partnership, Outsourcing Operators’ Union
NCC Set Up Rail Operator
National Container Company (NCC) established rail operator company, NCC Logistics. The new company provides block trains to/from NCC terminals as well as local delivery by truck from rail station at destination to consignee’s warehouse and empty return back to port.
Since May, 2010 the service has worked in a test mode which indicated the high demand for block trains dispatched from First Container Terminal (FCT). From July, 2011 NCC Logistics operates trains from FCT to Logistika-Terminal (NCC’s dry port), Moscow and Kaluga region.
In future, after Ust-Luga Container Terminal is launched, block trains are planned also from Ust-Luga.
NCC President, Alyona Ashurkova commented: “Setting up of own rail operator is a logical step of NCC’s business development which enhances efficiency and competitive advantages of NCC group as a whole. The new logistics division will integrate rail and port services and secures accuracy of container delivery to our clients”.
Freight Two Is Going to Order 3,000 Gondola Cars from Uralvagonzavod
Freight Two (a daughter company of RZD) agreed with Uralvagonzavod on placement of an order on manufacture of 3,000 new car bodies for gondola wagons.
The cost of the contract may amount to RUR 6 billion. The railcars will be purchased in the framework of the programme for the company’s rolling stock modernisation.
According to a source in the sector, the cost of one gondola car for such customers as Freight Two or Freight One is RUR 2 million (the VAT excluded).
Also, Freight Two plans to create a base for its rolling stock repair on the basis of the Smychka wagon maintenance depot in Nizhny Tagil (the Sverdlovskaya Oblast). The new base is supposed to be put into operation in late autumn in 2011. According to the company’s plans, in the next five years, over 10,000 gondola cars will be repaired with car body replacement.
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[DETAIL_TEXT] => Consignors criticize operators more and more often because of the increase in tariffs and the lack of guarantees of stable dispatch and delivery of cargo to them. Key problems, which caused a carrying capacity deficit in the form of a growth in cargo owners’ expenses amid the absence of cargo transportation guarantees, are:
• inefficient system of wagon flow control under conditions of a lack of public park, and transporter’s inability to manage private parks, taking into account the economic interests of operators (provision of the required level of park profitability) and cargo owners (stable delivery of production to consumers and optimisation of logistics expenses);
• overloaded railway infrastructure (railway tracks, railway approaches to sea ports, railway yards etc.), the total capacity of which is not more than 1.2 million cargo wagons;
• high level of deterioration and the lack of mainline and shunting locomotives.
At the same time, two important positive results of the railway reform are leveled down:
• attraction of private investments (from operators, cargo owners, and lessors) into rolling stock park renewal, the total volume of which exceeded RUR 500 billion in 2003-2010; and reduction of the park’s average age from more than 19 years to 16.6 years;
• formation of a competitive rolling stock operation market, in which are over 50 large private operators are participating, managing parks of over 1,000 wagons each (over 50% of Russian rolling stock park), and the 20 largest operators managing parks of over 10,000 railcars each (over 35% of Russian rolling stock park).
In fact, in 2011, the railway transportation market turned into a seller’s market, which has negatively impacted the quality of services provided to consignors. Meanwhile, the lack of rolling stock has caused an increase in rent rates, and this has led to growth in prices and an “inflation spiral untwisting.”
At the same time, a rather strange situation has appeared in the rolling stock market. The largest leasing companies, affiliated with state banks (VTB-Leasing, VEB-Leasing, Sberbank Leasing), are major wagon customers and bring capital to the rolling stock market, thus, stimulating prices growth. And wagon building plants (Uralvagonzavod, Tikhvinsky Wagon Building Plant, Novokuznetsky Wagon Building Plant, Azovmash, RCTM) are losing interest in their production supply to their final clients and forming their own operator, renting and leasing structures, which allows them to maximise the profitability due to the difference in the cost of the financial leasing (when the scheme of financial leasing is used for cargo railcars selling to daughter companies) and rolling stock rent rates.
Thus, in 2010-2011, Russian operators work amid rising demand and prices growth, which positively influences revenue and profitability, and finances contracts on rolling stock purchase (mainly, on financial leasing conditions) or rent wagons. On the other hand, the growth in the level of risk, because the average daily profitability of a gondola car must be at least RUR 1,300 (excluding VAT) for the stable financing of leasing payments for such wagons purchased in 2011. At the same time, Russian operators in 2011 use two basic strategies:
• conservative one, in which they pull back from rolling stock purchase at the current high prices and orient themselves towards servicing existing clients, limiting attraction of new ones (whom they cannot supply with railcars under conditions of worsening traffic control);
• aggressive one, in which they actively enlarge their own and managed park by purchasing and leasing wagons, and by enlarging the rented park.
Neftetransservice had the most dynamic growth according to the number of owned and managed wagons. The company won two RZD auctions, and thanks to this, by the end of the 1st quarter of 2011, Neftetransservice caught up with Globaltrans Investment PLC, which also actively invested in its wagon park. Neftetransservice, Independent Transportation Company, Globaltrans Investment PLC and Rail Garant group of companies enlarged their rolling stock parks most actively. Also, Rusagrotrans entered a new segment of universal rolling stock operation (in 2010, the company rented over 4,500 gondola cars from Freight Two). Meanwhile, due to the creation of Freight Two’s own park, several new operators entered the market at once (the largest of them are Transsnabcom and Transport Asset), which were chosen to bring some of the gondola car park into the rental sector. Moreover, the Transport Logistic Company became one of the largest operators in the oil tank wagons market. It rented almost 11,000 tank wagons from Freight One. In 2011, the Russian market of rolling stock operation will change radically, and private operators will prevail there. We believe that this will create the prerequisites for qualitative improvement of the situation on the railways, which is now regulated by the Center of Transport Services of RZD.
By Mikhail Burmistrov, CEO of IA INFOLine-Analytics
[~DETAIL_TEXT] => Consignors criticize operators more and more often because of the increase in tariffs and the lack of guarantees of stable dispatch and delivery of cargo to them. Key problems, which caused a carrying capacity deficit in the form of a growth in cargo owners’ expenses amid the absence of cargo transportation guarantees, are:
• inefficient system of wagon flow control under conditions of a lack of public park, and transporter’s inability to manage private parks, taking into account the economic interests of operators (provision of the required level of park profitability) and cargo owners (stable delivery of production to consumers and optimisation of logistics expenses);
• overloaded railway infrastructure (railway tracks, railway approaches to sea ports, railway yards etc.), the total capacity of which is not more than 1.2 million cargo wagons;
• high level of deterioration and the lack of mainline and shunting locomotives.
At the same time, two important positive results of the railway reform are leveled down:
• attraction of private investments (from operators, cargo owners, and lessors) into rolling stock park renewal, the total volume of which exceeded RUR 500 billion in 2003-2010; and reduction of the park’s average age from more than 19 years to 16.6 years;
• formation of a competitive rolling stock operation market, in which are over 50 large private operators are participating, managing parks of over 1,000 wagons each (over 50% of Russian rolling stock park), and the 20 largest operators managing parks of over 10,000 railcars each (over 35% of Russian rolling stock park).
In fact, in 2011, the railway transportation market turned into a seller’s market, which has negatively impacted the quality of services provided to consignors. Meanwhile, the lack of rolling stock has caused an increase in rent rates, and this has led to growth in prices and an “inflation spiral untwisting.”
At the same time, a rather strange situation has appeared in the rolling stock market. The largest leasing companies, affiliated with state banks (VTB-Leasing, VEB-Leasing, Sberbank Leasing), are major wagon customers and bring capital to the rolling stock market, thus, stimulating prices growth. And wagon building plants (Uralvagonzavod, Tikhvinsky Wagon Building Plant, Novokuznetsky Wagon Building Plant, Azovmash, RCTM) are losing interest in their production supply to their final clients and forming their own operator, renting and leasing structures, which allows them to maximise the profitability due to the difference in the cost of the financial leasing (when the scheme of financial leasing is used for cargo railcars selling to daughter companies) and rolling stock rent rates.
Thus, in 2010-2011, Russian operators work amid rising demand and prices growth, which positively influences revenue and profitability, and finances contracts on rolling stock purchase (mainly, on financial leasing conditions) or rent wagons. On the other hand, the growth in the level of risk, because the average daily profitability of a gondola car must be at least RUR 1,300 (excluding VAT) for the stable financing of leasing payments for such wagons purchased in 2011. At the same time, Russian operators in 2011 use two basic strategies:
• conservative one, in which they pull back from rolling stock purchase at the current high prices and orient themselves towards servicing existing clients, limiting attraction of new ones (whom they cannot supply with railcars under conditions of worsening traffic control);
• aggressive one, in which they actively enlarge their own and managed park by purchasing and leasing wagons, and by enlarging the rented park.
Neftetransservice had the most dynamic growth according to the number of owned and managed wagons. The company won two RZD auctions, and thanks to this, by the end of the 1st quarter of 2011, Neftetransservice caught up with Globaltrans Investment PLC, which also actively invested in its wagon park. Neftetransservice, Independent Transportation Company, Globaltrans Investment PLC and Rail Garant group of companies enlarged their rolling stock parks most actively. Also, Rusagrotrans entered a new segment of universal rolling stock operation (in 2010, the company rented over 4,500 gondola cars from Freight Two). Meanwhile, due to the creation of Freight Two’s own park, several new operators entered the market at once (the largest of them are Transsnabcom and Transport Asset), which were chosen to bring some of the gondola car park into the rental sector. Moreover, the Transport Logistic Company became one of the largest operators in the oil tank wagons market. It rented almost 11,000 tank wagons from Freight One. In 2011, the Russian market of rolling stock operation will change radically, and private operators will prevail there. We believe that this will create the prerequisites for qualitative improvement of the situation on the railways, which is now regulated by the Center of Transport Services of RZD.
By Mikhail Burmistrov, CEO of IA INFOLine-Analytics
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[DETAIL_TEXT] => Consignors criticize operators more and more often because of the increase in tariffs and the lack of guarantees of stable dispatch and delivery of cargo to them. Key problems, which caused a carrying capacity deficit in the form of a growth in cargo owners’ expenses amid the absence of cargo transportation guarantees, are:
• inefficient system of wagon flow control under conditions of a lack of public park, and transporter’s inability to manage private parks, taking into account the economic interests of operators (provision of the required level of park profitability) and cargo owners (stable delivery of production to consumers and optimisation of logistics expenses);
• overloaded railway infrastructure (railway tracks, railway approaches to sea ports, railway yards etc.), the total capacity of which is not more than 1.2 million cargo wagons;
• high level of deterioration and the lack of mainline and shunting locomotives.
At the same time, two important positive results of the railway reform are leveled down:
• attraction of private investments (from operators, cargo owners, and lessors) into rolling stock park renewal, the total volume of which exceeded RUR 500 billion in 2003-2010; and reduction of the park’s average age from more than 19 years to 16.6 years;
• formation of a competitive rolling stock operation market, in which are over 50 large private operators are participating, managing parks of over 1,000 wagons each (over 50% of Russian rolling stock park), and the 20 largest operators managing parks of over 10,000 railcars each (over 35% of Russian rolling stock park).
In fact, in 2011, the railway transportation market turned into a seller’s market, which has negatively impacted the quality of services provided to consignors. Meanwhile, the lack of rolling stock has caused an increase in rent rates, and this has led to growth in prices and an “inflation spiral untwisting.”
At the same time, a rather strange situation has appeared in the rolling stock market. The largest leasing companies, affiliated with state banks (VTB-Leasing, VEB-Leasing, Sberbank Leasing), are major wagon customers and bring capital to the rolling stock market, thus, stimulating prices growth. And wagon building plants (Uralvagonzavod, Tikhvinsky Wagon Building Plant, Novokuznetsky Wagon Building Plant, Azovmash, RCTM) are losing interest in their production supply to their final clients and forming their own operator, renting and leasing structures, which allows them to maximise the profitability due to the difference in the cost of the financial leasing (when the scheme of financial leasing is used for cargo railcars selling to daughter companies) and rolling stock rent rates.
Thus, in 2010-2011, Russian operators work amid rising demand and prices growth, which positively influences revenue and profitability, and finances contracts on rolling stock purchase (mainly, on financial leasing conditions) or rent wagons. On the other hand, the growth in the level of risk, because the average daily profitability of a gondola car must be at least RUR 1,300 (excluding VAT) for the stable financing of leasing payments for such wagons purchased in 2011. At the same time, Russian operators in 2011 use two basic strategies:
• conservative one, in which they pull back from rolling stock purchase at the current high prices and orient themselves towards servicing existing clients, limiting attraction of new ones (whom they cannot supply with railcars under conditions of worsening traffic control);
• aggressive one, in which they actively enlarge their own and managed park by purchasing and leasing wagons, and by enlarging the rented park.
Neftetransservice had the most dynamic growth according to the number of owned and managed wagons. The company won two RZD auctions, and thanks to this, by the end of the 1st quarter of 2011, Neftetransservice caught up with Globaltrans Investment PLC, which also actively invested in its wagon park. Neftetransservice, Independent Transportation Company, Globaltrans Investment PLC and Rail Garant group of companies enlarged their rolling stock parks most actively. Also, Rusagrotrans entered a new segment of universal rolling stock operation (in 2010, the company rented over 4,500 gondola cars from Freight Two). Meanwhile, due to the creation of Freight Two’s own park, several new operators entered the market at once (the largest of them are Transsnabcom and Transport Asset), which were chosen to bring some of the gondola car park into the rental sector. Moreover, the Transport Logistic Company became one of the largest operators in the oil tank wagons market. It rented almost 11,000 tank wagons from Freight One. In 2011, the Russian market of rolling stock operation will change radically, and private operators will prevail there. We believe that this will create the prerequisites for qualitative improvement of the situation on the railways, which is now regulated by the Center of Transport Services of RZD.
By Mikhail Burmistrov, CEO of IA INFOLine-Analytics
[~DETAIL_TEXT] => Consignors criticize operators more and more often because of the increase in tariffs and the lack of guarantees of stable dispatch and delivery of cargo to them. Key problems, which caused a carrying capacity deficit in the form of a growth in cargo owners’ expenses amid the absence of cargo transportation guarantees, are:
• inefficient system of wagon flow control under conditions of a lack of public park, and transporter’s inability to manage private parks, taking into account the economic interests of operators (provision of the required level of park profitability) and cargo owners (stable delivery of production to consumers and optimisation of logistics expenses);
• overloaded railway infrastructure (railway tracks, railway approaches to sea ports, railway yards etc.), the total capacity of which is not more than 1.2 million cargo wagons;
• high level of deterioration and the lack of mainline and shunting locomotives.
At the same time, two important positive results of the railway reform are leveled down:
• attraction of private investments (from operators, cargo owners, and lessors) into rolling stock park renewal, the total volume of which exceeded RUR 500 billion in 2003-2010; and reduction of the park’s average age from more than 19 years to 16.6 years;
• formation of a competitive rolling stock operation market, in which are over 50 large private operators are participating, managing parks of over 1,000 wagons each (over 50% of Russian rolling stock park), and the 20 largest operators managing parks of over 10,000 railcars each (over 35% of Russian rolling stock park).
In fact, in 2011, the railway transportation market turned into a seller’s market, which has negatively impacted the quality of services provided to consignors. Meanwhile, the lack of rolling stock has caused an increase in rent rates, and this has led to growth in prices and an “inflation spiral untwisting.”
At the same time, a rather strange situation has appeared in the rolling stock market. The largest leasing companies, affiliated with state banks (VTB-Leasing, VEB-Leasing, Sberbank Leasing), are major wagon customers and bring capital to the rolling stock market, thus, stimulating prices growth. And wagon building plants (Uralvagonzavod, Tikhvinsky Wagon Building Plant, Novokuznetsky Wagon Building Plant, Azovmash, RCTM) are losing interest in their production supply to their final clients and forming their own operator, renting and leasing structures, which allows them to maximise the profitability due to the difference in the cost of the financial leasing (when the scheme of financial leasing is used for cargo railcars selling to daughter companies) and rolling stock rent rates.
Thus, in 2010-2011, Russian operators work amid rising demand and prices growth, which positively influences revenue and profitability, and finances contracts on rolling stock purchase (mainly, on financial leasing conditions) or rent wagons. On the other hand, the growth in the level of risk, because the average daily profitability of a gondola car must be at least RUR 1,300 (excluding VAT) for the stable financing of leasing payments for such wagons purchased in 2011. At the same time, Russian operators in 2011 use two basic strategies:
• conservative one, in which they pull back from rolling stock purchase at the current high prices and orient themselves towards servicing existing clients, limiting attraction of new ones (whom they cannot supply with railcars under conditions of worsening traffic control);
• aggressive one, in which they actively enlarge their own and managed park by purchasing and leasing wagons, and by enlarging the rented park.
Neftetransservice had the most dynamic growth according to the number of owned and managed wagons. The company won two RZD auctions, and thanks to this, by the end of the 1st quarter of 2011, Neftetransservice caught up with Globaltrans Investment PLC, which also actively invested in its wagon park. Neftetransservice, Independent Transportation Company, Globaltrans Investment PLC and Rail Garant group of companies enlarged their rolling stock parks most actively. Also, Rusagrotrans entered a new segment of universal rolling stock operation (in 2010, the company rented over 4,500 gondola cars from Freight Two). Meanwhile, due to the creation of Freight Two’s own park, several new operators entered the market at once (the largest of them are Transsnabcom and Transport Asset), which were chosen to bring some of the gondola car park into the rental sector. Moreover, the Transport Logistic Company became one of the largest operators in the oil tank wagons market. It rented almost 11,000 tank wagons from Freight One. In 2011, the Russian market of rolling stock operation will change radically, and private operators will prevail there. We believe that this will create the prerequisites for qualitative improvement of the situation on the railways, which is now regulated by the Center of Transport Services of RZD.
By Mikhail Burmistrov, CEO of IA INFOLine-Analytics
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The railway reform, which is being held in Russia, envisages streamlining of the operator sector (i.e. minimisation of the number of companies providing their railcars for cargo transportation via the Russian railway network). Players in the transportation market think that this must be achieved via economic measures, not administrative ones.Array
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[DETAIL_TEXT] => When a Hundred Is Better Than Thousands
An operator company in the Russian Federation is a transport company that owns rolling stock and uses it to provide services to consignors, i.e. it organises cargo transportation on its wagons via RZD’s network. Nowadays, due to the fast development of the operator business, Russian Railways has faced a number of problems because of the large number of wagon owners. Official statistics of RZD show that the number of such companies exceeds 1,850. Most of them own anything from several railcars to several hundred cargo wagons. Thus, just 17 railcar owners have parks of more than 5,000 wagons; 94 companies own more than 1,000 railcars each; 345 companies have from 101 to 1,000 wagons; and 1,422 companies own rolling stock parks of fewer than 100 units. Meanwhile, about 900 companies own between 1 and 20 railcars.
In the opinion of experts, this was the reason for the decline in freight rolling stock exploitation on RZD’s network (the number of inefficient idles and the share of empty mileage are growing). As Vladimir Yakunin, President of Russian Railways, said, having almost 2,000 railway operators in the RF is “an absurd number”. “The railway’s capacity is fully loaded, the rolling stock is not operated properly, there is no single park, and as a result, the empty mileage is increasing,” said the Head of RZD. In his opinion, it is necessary to develop in cooperation with private operators a mechanism for rolling stock park management as well as “to use the concentration method – we’d rather have 100 operators than 2,000”.
Meanwhile, not all operators agree with the results of such a “census”. For example, specialists at the Non-Commercial Partnership of Railway Rolling Stock Operators, which unites such small companies, say that there are not more than 500 operators providing wagons for loading to an unlimited range of people. And many of them own wagons, the age of which is more than 40 years. Some of them have one or two railcars. Also, a lot of wagon owners – leasing companies and banks – put up their railcars for rent and do not service the park.
Alexander Metyolkin, Head of the Marketing Department at company Transgarant (a private company, one of the top ten Russian operators, which specialises in industrial cargo transportation), shares this viewpoint. “There have never been 1,800 operators in the market. There are 1,800 owners of rolling stock. But these are absolutely different notions! There are approximately 200 operators. Two-thirds of the park is managed by 25 large companies. And this is not very much for such a large country as Russia,” considers the expert.
Operators Are Not Against The Idea
Anyway, according to the Target Model of Cargo Railway Transportation Market Development to 2015 (a document to be carried out in the framework of the railway reform), nowadays in Russia it is necessary “to enlarge operators to increase the capacity for carload shipments under the new conditions.” And operators agree with this. A lot of them have said that market enlargement is inevitable, and consolidation is a natural development. However, as a rule, this viewpoint is shared by large owners. Thus, Andrey Gomon, CEO of Transoil (one of the largest private companies in Russia specialising in oil bulk transportation), appraises the influence of consolidation positively, because he considers it “a natural evolutional process based on market principles”. Vladimir Prokofyev, President of the Association of Transporters and Rolling Stock Operators, CEO of BaltTransService (one of largest private operators servicing oil bulk transportation) is of the same opinion. He names enlargement of operator companies an “acknowledged necessity”. In his words, such operators will have more opportunities.
At the same time, in the opinion of experts, smaller companies will not be without work. In particular, Mr Gomon thinks there will be place for small wagon owners in the new market. Mr Metyolkin agrees with him. He considers that in the market there must be large companies as well as local (or specialising in some type of transportation) operators, who fulfill the needs of small cargo owners or particular sectors of the industry.
There Will Be Universal And Special Operators
The transportation and state bodies worry especially about the universal railway park. Gondola cars are the most popular rolling stock, and over 50% of the total volume of cargoes is loaded into them. Nowadays, RZD’s subsidiaries own over 180,000 gondola cars. The largest private parks (more than 25,000 units) belong to Independent Transportation Company (NTK) and Globaltrans. i.e. several large operators are already acting in the market of gondola car provision for loading – some of them are connected with the transporter and others are independent of it.
However, according to the Target Model, for the sake of the competition principle, there must be at least three or four companies able to operate rolling stock everywhere on the Russian network. We should remember that RZD’s gondola cars were auctioned to enlarge the private wagon park. The target of the forthcoming sale of the controlling stake in Freight One to a private investor is the same.
In the opinion of the developers of the Target Model, such market configuration (at least three or four integrators operating across the whole network) will help to minimise the risk of sector monopolisation and reduce the risk of cartels. Simultaneously, a large park may provide any operator with the necessary scale for work on the railway network. As for the special rolling stock operation market, there is competition in all types of wagons and cargoes. Representatives of operators agree that the variant offered in the Target Model is quite viable. According to it, in the freight wagon operation market, there must be network-wide companies providing carload shipments and blocktrain transportation in gondola cars (Freight One, Freight Two, and one or two other companies created by means of consolidation and enlargement of other market players); and special operators, whose business is based on servicing specific clients or providing transportation of certain cargoes or operating at particular, stable routes.
How Many Wagons Are Needed for Efficient Work?
The park of the launched network-wide integrators is to be at least 50,000-60,000 gondola cars. In the opinion of RZD specialists, this number of railcars will allow improvement in exploitation figures and eliminate the dominating position of the holding company and its subsidiaries in this sector.
The Ministry of Economic Development shares this opinion. Its specialists stand for “enlargement of one or two medium-size companies so that they operated at least 50,000-60,000 gondola cars”. According to the calculations of the Ministry, this number is “the minimum necessary to operate on a national scale, to cut empty mileage, to develop competition, and to reduce the risk of gondola car shortages.”
Operators have different opinions on this very minimum necessary for efficient work. For example, Vitaly Evdokimenko, CEO of Freight Two (a daughter company of RZD and the second-largest operator in Russia by number of wagons), notices, “We decided that an operator can work most efficiently when he uses 120,000-140,000 railcars.” However, this is one of the largest numbers mentioned today.
Mr Gomon considers that “a company with a minimum number of railcars may be profitable if its park is managed efficiently”. He adds, however: “Speaking about oil and petrochemicals railway transportation, the size of the park necessary for a company to be able to compete and fulfill the needs of large consignors, is to be not less than 5,000 tank-wagons.” “Creation of such a park needs significant investment at an initial stage, which is a barrier for companies wishing to enter the market,” emphasises the expert.
In their turn, specialists at the Non-Commercial Partnership of Railway Rolling Stock Operators point out that there are more than 10 different types of railcars in the RF nowadays. As a rule, consignors need different amount of wagons of each type. Gondola cars and tank-wagons are needed most of all across the whole of Russia. Meanwhile, the demand for such specific rolling stock as wagons for pellets, pipes, chipped wood, large steel sheets, oversized and heavy cargoes transportation is not large – sometimes fewer than 500 units on the whole network per month. The number of required container flat wagons and universal flat wagons, covered railcars, wagons for mineral fertilisers, timber, cement, and grain transportation is not as large as that of gondola cars and tank-wagons. For example, TransContainer, the largest Russian operator of container flat wagons, has 25,400 such railcars, and, according to its experts, the company does not need to buy a lot of new rolling stock.
Specialists at the Non-Commercial Partnership of Railway Rolling Stock Operators consider that it is not obligatory for an operator to work across the whole railway network. Almost all owners of tank-wagons for petrochemicals and flat wagons for timber provide transportation on the territory of two or three railways. And these companies efficiently fulfill clients’ demands, while their parks are between 500 and 2,000 railcars. I.e. a large park is needed by the company that wants to service the maximum number of clients on the whole network, providing long-distance transportation (including international transportation), and carry raw cargoes – coal, ore, metals, petrochemicals, coke, timber, crushed stone. In this case, the company’s park should be at least 40,000 railcars of different types. Otherwise, a company needs not more than 10,000 wagons.
The Target Is Clear. What about the Mechanisms?
The mechanisms, envisaged in the Target Model for the market enlargement, are optimisation of the number of small captive companies (operators launched by large industrial enterprises and holding companies to service their own transportation) “by stimulating them to merge with larger operators”, which specialise in this business (the basic stimulus for the merger must be expenditure cutting and service quality improvement); unification of the fee for empty mileage; implementation of economic stimuli (varied dues and fees) to cut empty mileage and the number of inefficient idles of rolling stock; and normative base improvement.
Some representatives of the operator business, Mr Prokofyev, for example, think that stimuli such as expenditure cutting are quite reasonable, and the market may be consolidated without use of administrative methods. “In spite of captive operators increasing their assets, I think that the future belongs to independent players. The positions of such companies are more stable. In my opinion, everyone should go about their own business,” emphasises the expert.
Other specialists doubt that just economic methods will be used to enlarge the market. Experts at the Non-Commercial Partnership of Railway Rolling Stock Operators believe that RZD and the state will have to go to some expense to stimulate operators to consolidate on a voluntary basis. In particular, the Federal Tariff Service can put into operation special discounts on empty mileage for operators that own more than a thousand railcars; and RZD can cut the cost of the current or scheduled repair for them. In turn, the state may implement special rates of estate and income taxes.
Anyway, these are not the worst variants. As for the voluntary-compulsory consolidation principles, experts think that different methods may be applied. Particularly, the requirements for operators may be formalised in legislation, and some of them may be impossible to fulfill for many of the companies – for example, a large authorised capital, obligatory insurance of wagons, expensive performance appraisals, presence of specific park, etc. These measures may make some companies leave the market and sell their park to larger players.
Among such measures there is the right of RZD to manage empty wagons owned by other companies – to distribute railcars for loading regardless of the opinion of their owners, which can also be formalised in legislation. Some experts think that this will lead to a sharp fall in the profitability of wagons, operators will not be able to manage their business and they will have to sell their rolling stock. If obligatory membership in self-regulating organisations is formalised in legislation, and the latter sets high requirements for its members, some operators who have no serious intention of developing their business, may leave the market.
By Nadezhda Vtorushina
viewpoint
Salman Babaev,
Vice President of RZD:
– Operator business appeared by itself, without any special normative documents. Operators can choose companies to deal with, they started to build their own schemes for their rolling stock promotion. Thus, they receive the best pieces of the pie, and the rest cargo is to be transported by somebody else. Naturally, transport loading on those who were ignored would increase, because they still would need a rolling stock to carry their production to consumers. The empty mileage percentage would grow for such consignors. All these enterprises, first of all logging companies, small open pits etc. turned to be away from the lines with a large flow of empty wagons. They have to make arrangements with somebody to get rolling stock, consequently, the tariffs for them are twice higher. Naturally, there appear discontented persons.
Andrey Gomon,
CEO of Transoil:
– We appraise the influence of the consolidation positively, because we consider it a natural evolutionary process based on market principles. Enlargement of operators will help to increase the efficiency of the wagon park, improve the level of services, and, consequently, cut the company’s operational expenditure. At the same time, we believe that there will be a place in the market for small companies, which will service small consignors.
[~DETAIL_TEXT] => When a Hundred Is Better Than Thousands
An operator company in the Russian Federation is a transport company that owns rolling stock and uses it to provide services to consignors, i.e. it organises cargo transportation on its wagons via RZD’s network. Nowadays, due to the fast development of the operator business, Russian Railways has faced a number of problems because of the large number of wagon owners. Official statistics of RZD show that the number of such companies exceeds 1,850. Most of them own anything from several railcars to several hundred cargo wagons. Thus, just 17 railcar owners have parks of more than 5,000 wagons; 94 companies own more than 1,000 railcars each; 345 companies have from 101 to 1,000 wagons; and 1,422 companies own rolling stock parks of fewer than 100 units. Meanwhile, about 900 companies own between 1 and 20 railcars.
In the opinion of experts, this was the reason for the decline in freight rolling stock exploitation on RZD’s network (the number of inefficient idles and the share of empty mileage are growing). As Vladimir Yakunin, President of Russian Railways, said, having almost 2,000 railway operators in the RF is “an absurd number”. “The railway’s capacity is fully loaded, the rolling stock is not operated properly, there is no single park, and as a result, the empty mileage is increasing,” said the Head of RZD. In his opinion, it is necessary to develop in cooperation with private operators a mechanism for rolling stock park management as well as “to use the concentration method – we’d rather have 100 operators than 2,000”.
Meanwhile, not all operators agree with the results of such a “census”. For example, specialists at the Non-Commercial Partnership of Railway Rolling Stock Operators, which unites such small companies, say that there are not more than 500 operators providing wagons for loading to an unlimited range of people. And many of them own wagons, the age of which is more than 40 years. Some of them have one or two railcars. Also, a lot of wagon owners – leasing companies and banks – put up their railcars for rent and do not service the park.
Alexander Metyolkin, Head of the Marketing Department at company Transgarant (a private company, one of the top ten Russian operators, which specialises in industrial cargo transportation), shares this viewpoint. “There have never been 1,800 operators in the market. There are 1,800 owners of rolling stock. But these are absolutely different notions! There are approximately 200 operators. Two-thirds of the park is managed by 25 large companies. And this is not very much for such a large country as Russia,” considers the expert.
Operators Are Not Against The Idea
Anyway, according to the Target Model of Cargo Railway Transportation Market Development to 2015 (a document to be carried out in the framework of the railway reform), nowadays in Russia it is necessary “to enlarge operators to increase the capacity for carload shipments under the new conditions.” And operators agree with this. A lot of them have said that market enlargement is inevitable, and consolidation is a natural development. However, as a rule, this viewpoint is shared by large owners. Thus, Andrey Gomon, CEO of Transoil (one of the largest private companies in Russia specialising in oil bulk transportation), appraises the influence of consolidation positively, because he considers it “a natural evolutional process based on market principles”. Vladimir Prokofyev, President of the Association of Transporters and Rolling Stock Operators, CEO of BaltTransService (one of largest private operators servicing oil bulk transportation) is of the same opinion. He names enlargement of operator companies an “acknowledged necessity”. In his words, such operators will have more opportunities.
At the same time, in the opinion of experts, smaller companies will not be without work. In particular, Mr Gomon thinks there will be place for small wagon owners in the new market. Mr Metyolkin agrees with him. He considers that in the market there must be large companies as well as local (or specialising in some type of transportation) operators, who fulfill the needs of small cargo owners or particular sectors of the industry.
There Will Be Universal And Special Operators
The transportation and state bodies worry especially about the universal railway park. Gondola cars are the most popular rolling stock, and over 50% of the total volume of cargoes is loaded into them. Nowadays, RZD’s subsidiaries own over 180,000 gondola cars. The largest private parks (more than 25,000 units) belong to Independent Transportation Company (NTK) and Globaltrans. i.e. several large operators are already acting in the market of gondola car provision for loading – some of them are connected with the transporter and others are independent of it.
However, according to the Target Model, for the sake of the competition principle, there must be at least three or four companies able to operate rolling stock everywhere on the Russian network. We should remember that RZD’s gondola cars were auctioned to enlarge the private wagon park. The target of the forthcoming sale of the controlling stake in Freight One to a private investor is the same.
In the opinion of the developers of the Target Model, such market configuration (at least three or four integrators operating across the whole network) will help to minimise the risk of sector monopolisation and reduce the risk of cartels. Simultaneously, a large park may provide any operator with the necessary scale for work on the railway network. As for the special rolling stock operation market, there is competition in all types of wagons and cargoes. Representatives of operators agree that the variant offered in the Target Model is quite viable. According to it, in the freight wagon operation market, there must be network-wide companies providing carload shipments and blocktrain transportation in gondola cars (Freight One, Freight Two, and one or two other companies created by means of consolidation and enlargement of other market players); and special operators, whose business is based on servicing specific clients or providing transportation of certain cargoes or operating at particular, stable routes.
How Many Wagons Are Needed for Efficient Work?
The park of the launched network-wide integrators is to be at least 50,000-60,000 gondola cars. In the opinion of RZD specialists, this number of railcars will allow improvement in exploitation figures and eliminate the dominating position of the holding company and its subsidiaries in this sector.
The Ministry of Economic Development shares this opinion. Its specialists stand for “enlargement of one or two medium-size companies so that they operated at least 50,000-60,000 gondola cars”. According to the calculations of the Ministry, this number is “the minimum necessary to operate on a national scale, to cut empty mileage, to develop competition, and to reduce the risk of gondola car shortages.”
Operators have different opinions on this very minimum necessary for efficient work. For example, Vitaly Evdokimenko, CEO of Freight Two (a daughter company of RZD and the second-largest operator in Russia by number of wagons), notices, “We decided that an operator can work most efficiently when he uses 120,000-140,000 railcars.” However, this is one of the largest numbers mentioned today.
Mr Gomon considers that “a company with a minimum number of railcars may be profitable if its park is managed efficiently”. He adds, however: “Speaking about oil and petrochemicals railway transportation, the size of the park necessary for a company to be able to compete and fulfill the needs of large consignors, is to be not less than 5,000 tank-wagons.” “Creation of such a park needs significant investment at an initial stage, which is a barrier for companies wishing to enter the market,” emphasises the expert.
In their turn, specialists at the Non-Commercial Partnership of Railway Rolling Stock Operators point out that there are more than 10 different types of railcars in the RF nowadays. As a rule, consignors need different amount of wagons of each type. Gondola cars and tank-wagons are needed most of all across the whole of Russia. Meanwhile, the demand for such specific rolling stock as wagons for pellets, pipes, chipped wood, large steel sheets, oversized and heavy cargoes transportation is not large – sometimes fewer than 500 units on the whole network per month. The number of required container flat wagons and universal flat wagons, covered railcars, wagons for mineral fertilisers, timber, cement, and grain transportation is not as large as that of gondola cars and tank-wagons. For example, TransContainer, the largest Russian operator of container flat wagons, has 25,400 such railcars, and, according to its experts, the company does not need to buy a lot of new rolling stock.
Specialists at the Non-Commercial Partnership of Railway Rolling Stock Operators consider that it is not obligatory for an operator to work across the whole railway network. Almost all owners of tank-wagons for petrochemicals and flat wagons for timber provide transportation on the territory of two or three railways. And these companies efficiently fulfill clients’ demands, while their parks are between 500 and 2,000 railcars. I.e. a large park is needed by the company that wants to service the maximum number of clients on the whole network, providing long-distance transportation (including international transportation), and carry raw cargoes – coal, ore, metals, petrochemicals, coke, timber, crushed stone. In this case, the company’s park should be at least 40,000 railcars of different types. Otherwise, a company needs not more than 10,000 wagons.
The Target Is Clear. What about the Mechanisms?
The mechanisms, envisaged in the Target Model for the market enlargement, are optimisation of the number of small captive companies (operators launched by large industrial enterprises and holding companies to service their own transportation) “by stimulating them to merge with larger operators”, which specialise in this business (the basic stimulus for the merger must be expenditure cutting and service quality improvement); unification of the fee for empty mileage; implementation of economic stimuli (varied dues and fees) to cut empty mileage and the number of inefficient idles of rolling stock; and normative base improvement.
Some representatives of the operator business, Mr Prokofyev, for example, think that stimuli such as expenditure cutting are quite reasonable, and the market may be consolidated without use of administrative methods. “In spite of captive operators increasing their assets, I think that the future belongs to independent players. The positions of such companies are more stable. In my opinion, everyone should go about their own business,” emphasises the expert.
Other specialists doubt that just economic methods will be used to enlarge the market. Experts at the Non-Commercial Partnership of Railway Rolling Stock Operators believe that RZD and the state will have to go to some expense to stimulate operators to consolidate on a voluntary basis. In particular, the Federal Tariff Service can put into operation special discounts on empty mileage for operators that own more than a thousand railcars; and RZD can cut the cost of the current or scheduled repair for them. In turn, the state may implement special rates of estate and income taxes.
Anyway, these are not the worst variants. As for the voluntary-compulsory consolidation principles, experts think that different methods may be applied. Particularly, the requirements for operators may be formalised in legislation, and some of them may be impossible to fulfill for many of the companies – for example, a large authorised capital, obligatory insurance of wagons, expensive performance appraisals, presence of specific park, etc. These measures may make some companies leave the market and sell their park to larger players.
Among such measures there is the right of RZD to manage empty wagons owned by other companies – to distribute railcars for loading regardless of the opinion of their owners, which can also be formalised in legislation. Some experts think that this will lead to a sharp fall in the profitability of wagons, operators will not be able to manage their business and they will have to sell their rolling stock. If obligatory membership in self-regulating organisations is formalised in legislation, and the latter sets high requirements for its members, some operators who have no serious intention of developing their business, may leave the market.
By Nadezhda Vtorushina
viewpoint
Salman Babaev,
Vice President of RZD:
– Operator business appeared by itself, without any special normative documents. Operators can choose companies to deal with, they started to build their own schemes for their rolling stock promotion. Thus, they receive the best pieces of the pie, and the rest cargo is to be transported by somebody else. Naturally, transport loading on those who were ignored would increase, because they still would need a rolling stock to carry their production to consumers. The empty mileage percentage would grow for such consignors. All these enterprises, first of all logging companies, small open pits etc. turned to be away from the lines with a large flow of empty wagons. They have to make arrangements with somebody to get rolling stock, consequently, the tariffs for them are twice higher. Naturally, there appear discontented persons.
Andrey Gomon,
CEO of Transoil:
– We appraise the influence of the consolidation positively, because we consider it a natural evolutionary process based on market principles. Enlargement of operators will help to increase the efficiency of the wagon park, improve the level of services, and, consequently, cut the company’s operational expenditure. At the same time, we believe that there will be a place in the market for small companies, which will service small consignors.
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[SECTION_META_DESCRIPTION] => <img src="/ufiles/image/rus/inter/2011/3/3.jpg" border="1" alt=" " hspace="5" width="300" height="200" align="left" />The railway reform, which is being held in Russia, envisages streamlining of the operator sector (i.e. minimisation of the number of companies providing their railcars for cargo transportation via the Russian railway network). Players in the transportation market think that this must be achieved via economic measures, not administrative ones.
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[DETAIL_TEXT] => When a Hundred Is Better Than Thousands
An operator company in the Russian Federation is a transport company that owns rolling stock and uses it to provide services to consignors, i.e. it organises cargo transportation on its wagons via RZD’s network. Nowadays, due to the fast development of the operator business, Russian Railways has faced a number of problems because of the large number of wagon owners. Official statistics of RZD show that the number of such companies exceeds 1,850. Most of them own anything from several railcars to several hundred cargo wagons. Thus, just 17 railcar owners have parks of more than 5,000 wagons; 94 companies own more than 1,000 railcars each; 345 companies have from 101 to 1,000 wagons; and 1,422 companies own rolling stock parks of fewer than 100 units. Meanwhile, about 900 companies own between 1 and 20 railcars.
In the opinion of experts, this was the reason for the decline in freight rolling stock exploitation on RZD’s network (the number of inefficient idles and the share of empty mileage are growing). As Vladimir Yakunin, President of Russian Railways, said, having almost 2,000 railway operators in the RF is “an absurd number”. “The railway’s capacity is fully loaded, the rolling stock is not operated properly, there is no single park, and as a result, the empty mileage is increasing,” said the Head of RZD. In his opinion, it is necessary to develop in cooperation with private operators a mechanism for rolling stock park management as well as “to use the concentration method – we’d rather have 100 operators than 2,000”.
Meanwhile, not all operators agree with the results of such a “census”. For example, specialists at the Non-Commercial Partnership of Railway Rolling Stock Operators, which unites such small companies, say that there are not more than 500 operators providing wagons for loading to an unlimited range of people. And many of them own wagons, the age of which is more than 40 years. Some of them have one or two railcars. Also, a lot of wagon owners – leasing companies and banks – put up their railcars for rent and do not service the park.
Alexander Metyolkin, Head of the Marketing Department at company Transgarant (a private company, one of the top ten Russian operators, which specialises in industrial cargo transportation), shares this viewpoint. “There have never been 1,800 operators in the market. There are 1,800 owners of rolling stock. But these are absolutely different notions! There are approximately 200 operators. Two-thirds of the park is managed by 25 large companies. And this is not very much for such a large country as Russia,” considers the expert.
Operators Are Not Against The Idea
Anyway, according to the Target Model of Cargo Railway Transportation Market Development to 2015 (a document to be carried out in the framework of the railway reform), nowadays in Russia it is necessary “to enlarge operators to increase the capacity for carload shipments under the new conditions.” And operators agree with this. A lot of them have said that market enlargement is inevitable, and consolidation is a natural development. However, as a rule, this viewpoint is shared by large owners. Thus, Andrey Gomon, CEO of Transoil (one of the largest private companies in Russia specialising in oil bulk transportation), appraises the influence of consolidation positively, because he considers it “a natural evolutional process based on market principles”. Vladimir Prokofyev, President of the Association of Transporters and Rolling Stock Operators, CEO of BaltTransService (one of largest private operators servicing oil bulk transportation) is of the same opinion. He names enlargement of operator companies an “acknowledged necessity”. In his words, such operators will have more opportunities.
At the same time, in the opinion of experts, smaller companies will not be without work. In particular, Mr Gomon thinks there will be place for small wagon owners in the new market. Mr Metyolkin agrees with him. He considers that in the market there must be large companies as well as local (or specialising in some type of transportation) operators, who fulfill the needs of small cargo owners or particular sectors of the industry.
There Will Be Universal And Special Operators
The transportation and state bodies worry especially about the universal railway park. Gondola cars are the most popular rolling stock, and over 50% of the total volume of cargoes is loaded into them. Nowadays, RZD’s subsidiaries own over 180,000 gondola cars. The largest private parks (more than 25,000 units) belong to Independent Transportation Company (NTK) and Globaltrans. i.e. several large operators are already acting in the market of gondola car provision for loading – some of them are connected with the transporter and others are independent of it.
However, according to the Target Model, for the sake of the competition principle, there must be at least three or four companies able to operate rolling stock everywhere on the Russian network. We should remember that RZD’s gondola cars were auctioned to enlarge the private wagon park. The target of the forthcoming sale of the controlling stake in Freight One to a private investor is the same.
In the opinion of the developers of the Target Model, such market configuration (at least three or four integrators operating across the whole network) will help to minimise the risk of sector monopolisation and reduce the risk of cartels. Simultaneously, a large park may provide any operator with the necessary scale for work on the railway network. As for the special rolling stock operation market, there is competition in all types of wagons and cargoes. Representatives of operators agree that the variant offered in the Target Model is quite viable. According to it, in the freight wagon operation market, there must be network-wide companies providing carload shipments and blocktrain transportation in gondola cars (Freight One, Freight Two, and one or two other companies created by means of consolidation and enlargement of other market players); and special operators, whose business is based on servicing specific clients or providing transportation of certain cargoes or operating at particular, stable routes.
How Many Wagons Are Needed for Efficient Work?
The park of the launched network-wide integrators is to be at least 50,000-60,000 gondola cars. In the opinion of RZD specialists, this number of railcars will allow improvement in exploitation figures and eliminate the dominating position of the holding company and its subsidiaries in this sector.
The Ministry of Economic Development shares this opinion. Its specialists stand for “enlargement of one or two medium-size companies so that they operated at least 50,000-60,000 gondola cars”. According to the calculations of the Ministry, this number is “the minimum necessary to operate on a national scale, to cut empty mileage, to develop competition, and to reduce the risk of gondola car shortages.”
Operators have different opinions on this very minimum necessary for efficient work. For example, Vitaly Evdokimenko, CEO of Freight Two (a daughter company of RZD and the second-largest operator in Russia by number of wagons), notices, “We decided that an operator can work most efficiently when he uses 120,000-140,000 railcars.” However, this is one of the largest numbers mentioned today.
Mr Gomon considers that “a company with a minimum number of railcars may be profitable if its park is managed efficiently”. He adds, however: “Speaking about oil and petrochemicals railway transportation, the size of the park necessary for a company to be able to compete and fulfill the needs of large consignors, is to be not less than 5,000 tank-wagons.” “Creation of such a park needs significant investment at an initial stage, which is a barrier for companies wishing to enter the market,” emphasises the expert.
In their turn, specialists at the Non-Commercial Partnership of Railway Rolling Stock Operators point out that there are more than 10 different types of railcars in the RF nowadays. As a rule, consignors need different amount of wagons of each type. Gondola cars and tank-wagons are needed most of all across the whole of Russia. Meanwhile, the demand for such specific rolling stock as wagons for pellets, pipes, chipped wood, large steel sheets, oversized and heavy cargoes transportation is not large – sometimes fewer than 500 units on the whole network per month. The number of required container flat wagons and universal flat wagons, covered railcars, wagons for mineral fertilisers, timber, cement, and grain transportation is not as large as that of gondola cars and tank-wagons. For example, TransContainer, the largest Russian operator of container flat wagons, has 25,400 such railcars, and, according to its experts, the company does not need to buy a lot of new rolling stock.
Specialists at the Non-Commercial Partnership of Railway Rolling Stock Operators consider that it is not obligatory for an operator to work across the whole railway network. Almost all owners of tank-wagons for petrochemicals and flat wagons for timber provide transportation on the territory of two or three railways. And these companies efficiently fulfill clients’ demands, while their parks are between 500 and 2,000 railcars. I.e. a large park is needed by the company that wants to service the maximum number of clients on the whole network, providing long-distance transportation (including international transportation), and carry raw cargoes – coal, ore, metals, petrochemicals, coke, timber, crushed stone. In this case, the company’s park should be at least 40,000 railcars of different types. Otherwise, a company needs not more than 10,000 wagons.
The Target Is Clear. What about the Mechanisms?
The mechanisms, envisaged in the Target Model for the market enlargement, are optimisation of the number of small captive companies (operators launched by large industrial enterprises and holding companies to service their own transportation) “by stimulating them to merge with larger operators”, which specialise in this business (the basic stimulus for the merger must be expenditure cutting and service quality improvement); unification of the fee for empty mileage; implementation of economic stimuli (varied dues and fees) to cut empty mileage and the number of inefficient idles of rolling stock; and normative base improvement.
Some representatives of the operator business, Mr Prokofyev, for example, think that stimuli such as expenditure cutting are quite reasonable, and the market may be consolidated without use of administrative methods. “In spite of captive operators increasing their assets, I think that the future belongs to independent players. The positions of such companies are more stable. In my opinion, everyone should go about their own business,” emphasises the expert.
Other specialists doubt that just economic methods will be used to enlarge the market. Experts at the Non-Commercial Partnership of Railway Rolling Stock Operators believe that RZD and the state will have to go to some expense to stimulate operators to consolidate on a voluntary basis. In particular, the Federal Tariff Service can put into operation special discounts on empty mileage for operators that own more than a thousand railcars; and RZD can cut the cost of the current or scheduled repair for them. In turn, the state may implement special rates of estate and income taxes.
Anyway, these are not the worst variants. As for the voluntary-compulsory consolidation principles, experts think that different methods may be applied. Particularly, the requirements for operators may be formalised in legislation, and some of them may be impossible to fulfill for many of the companies – for example, a large authorised capital, obligatory insurance of wagons, expensive performance appraisals, presence of specific park, etc. These measures may make some companies leave the market and sell their park to larger players.
Among such measures there is the right of RZD to manage empty wagons owned by other companies – to distribute railcars for loading regardless of the opinion of their owners, which can also be formalised in legislation. Some experts think that this will lead to a sharp fall in the profitability of wagons, operators will not be able to manage their business and they will have to sell their rolling stock. If obligatory membership in self-regulating organisations is formalised in legislation, and the latter sets high requirements for its members, some operators who have no serious intention of developing their business, may leave the market.
By Nadezhda Vtorushina
viewpoint
Salman Babaev,
Vice President of RZD:
– Operator business appeared by itself, without any special normative documents. Operators can choose companies to deal with, they started to build their own schemes for their rolling stock promotion. Thus, they receive the best pieces of the pie, and the rest cargo is to be transported by somebody else. Naturally, transport loading on those who were ignored would increase, because they still would need a rolling stock to carry their production to consumers. The empty mileage percentage would grow for such consignors. All these enterprises, first of all logging companies, small open pits etc. turned to be away from the lines with a large flow of empty wagons. They have to make arrangements with somebody to get rolling stock, consequently, the tariffs for them are twice higher. Naturally, there appear discontented persons.
Andrey Gomon,
CEO of Transoil:
– We appraise the influence of the consolidation positively, because we consider it a natural evolutionary process based on market principles. Enlargement of operators will help to increase the efficiency of the wagon park, improve the level of services, and, consequently, cut the company’s operational expenditure. At the same time, we believe that there will be a place in the market for small companies, which will service small consignors.
[~DETAIL_TEXT] => When a Hundred Is Better Than Thousands
An operator company in the Russian Federation is a transport company that owns rolling stock and uses it to provide services to consignors, i.e. it organises cargo transportation on its wagons via RZD’s network. Nowadays, due to the fast development of the operator business, Russian Railways has faced a number of problems because of the large number of wagon owners. Official statistics of RZD show that the number of such companies exceeds 1,850. Most of them own anything from several railcars to several hundred cargo wagons. Thus, just 17 railcar owners have parks of more than 5,000 wagons; 94 companies own more than 1,000 railcars each; 345 companies have from 101 to 1,000 wagons; and 1,422 companies own rolling stock parks of fewer than 100 units. Meanwhile, about 900 companies own between 1 and 20 railcars.
In the opinion of experts, this was the reason for the decline in freight rolling stock exploitation on RZD’s network (the number of inefficient idles and the share of empty mileage are growing). As Vladimir Yakunin, President of Russian Railways, said, having almost 2,000 railway operators in the RF is “an absurd number”. “The railway’s capacity is fully loaded, the rolling stock is not operated properly, there is no single park, and as a result, the empty mileage is increasing,” said the Head of RZD. In his opinion, it is necessary to develop in cooperation with private operators a mechanism for rolling stock park management as well as “to use the concentration method – we’d rather have 100 operators than 2,000”.
Meanwhile, not all operators agree with the results of such a “census”. For example, specialists at the Non-Commercial Partnership of Railway Rolling Stock Operators, which unites such small companies, say that there are not more than 500 operators providing wagons for loading to an unlimited range of people. And many of them own wagons, the age of which is more than 40 years. Some of them have one or two railcars. Also, a lot of wagon owners – leasing companies and banks – put up their railcars for rent and do not service the park.
Alexander Metyolkin, Head of the Marketing Department at company Transgarant (a private company, one of the top ten Russian operators, which specialises in industrial cargo transportation), shares this viewpoint. “There have never been 1,800 operators in the market. There are 1,800 owners of rolling stock. But these are absolutely different notions! There are approximately 200 operators. Two-thirds of the park is managed by 25 large companies. And this is not very much for such a large country as Russia,” considers the expert.
Operators Are Not Against The Idea
Anyway, according to the Target Model of Cargo Railway Transportation Market Development to 2015 (a document to be carried out in the framework of the railway reform), nowadays in Russia it is necessary “to enlarge operators to increase the capacity for carload shipments under the new conditions.” And operators agree with this. A lot of them have said that market enlargement is inevitable, and consolidation is a natural development. However, as a rule, this viewpoint is shared by large owners. Thus, Andrey Gomon, CEO of Transoil (one of the largest private companies in Russia specialising in oil bulk transportation), appraises the influence of consolidation positively, because he considers it “a natural evolutional process based on market principles”. Vladimir Prokofyev, President of the Association of Transporters and Rolling Stock Operators, CEO of BaltTransService (one of largest private operators servicing oil bulk transportation) is of the same opinion. He names enlargement of operator companies an “acknowledged necessity”. In his words, such operators will have more opportunities.
At the same time, in the opinion of experts, smaller companies will not be without work. In particular, Mr Gomon thinks there will be place for small wagon owners in the new market. Mr Metyolkin agrees with him. He considers that in the market there must be large companies as well as local (or specialising in some type of transportation) operators, who fulfill the needs of small cargo owners or particular sectors of the industry.
There Will Be Universal And Special Operators
The transportation and state bodies worry especially about the universal railway park. Gondola cars are the most popular rolling stock, and over 50% of the total volume of cargoes is loaded into them. Nowadays, RZD’s subsidiaries own over 180,000 gondola cars. The largest private parks (more than 25,000 units) belong to Independent Transportation Company (NTK) and Globaltrans. i.e. several large operators are already acting in the market of gondola car provision for loading – some of them are connected with the transporter and others are independent of it.
However, according to the Target Model, for the sake of the competition principle, there must be at least three or four companies able to operate rolling stock everywhere on the Russian network. We should remember that RZD’s gondola cars were auctioned to enlarge the private wagon park. The target of the forthcoming sale of the controlling stake in Freight One to a private investor is the same.
In the opinion of the developers of the Target Model, such market configuration (at least three or four integrators operating across the whole network) will help to minimise the risk of sector monopolisation and reduce the risk of cartels. Simultaneously, a large park may provide any operator with the necessary scale for work on the railway network. As for the special rolling stock operation market, there is competition in all types of wagons and cargoes. Representatives of operators agree that the variant offered in the Target Model is quite viable. According to it, in the freight wagon operation market, there must be network-wide companies providing carload shipments and blocktrain transportation in gondola cars (Freight One, Freight Two, and one or two other companies created by means of consolidation and enlargement of other market players); and special operators, whose business is based on servicing specific clients or providing transportation of certain cargoes or operating at particular, stable routes.
How Many Wagons Are Needed for Efficient Work?
The park of the launched network-wide integrators is to be at least 50,000-60,000 gondola cars. In the opinion of RZD specialists, this number of railcars will allow improvement in exploitation figures and eliminate the dominating position of the holding company and its subsidiaries in this sector.
The Ministry of Economic Development shares this opinion. Its specialists stand for “enlargement of one or two medium-size companies so that they operated at least 50,000-60,000 gondola cars”. According to the calculations of the Ministry, this number is “the minimum necessary to operate on a national scale, to cut empty mileage, to develop competition, and to reduce the risk of gondola car shortages.”
Operators have different opinions on this very minimum necessary for efficient work. For example, Vitaly Evdokimenko, CEO of Freight Two (a daughter company of RZD and the second-largest operator in Russia by number of wagons), notices, “We decided that an operator can work most efficiently when he uses 120,000-140,000 railcars.” However, this is one of the largest numbers mentioned today.
Mr Gomon considers that “a company with a minimum number of railcars may be profitable if its park is managed efficiently”. He adds, however: “Speaking about oil and petrochemicals railway transportation, the size of the park necessary for a company to be able to compete and fulfill the needs of large consignors, is to be not less than 5,000 tank-wagons.” “Creation of such a park needs significant investment at an initial stage, which is a barrier for companies wishing to enter the market,” emphasises the expert.
In their turn, specialists at the Non-Commercial Partnership of Railway Rolling Stock Operators point out that there are more than 10 different types of railcars in the RF nowadays. As a rule, consignors need different amount of wagons of each type. Gondola cars and tank-wagons are needed most of all across the whole of Russia. Meanwhile, the demand for such specific rolling stock as wagons for pellets, pipes, chipped wood, large steel sheets, oversized and heavy cargoes transportation is not large – sometimes fewer than 500 units on the whole network per month. The number of required container flat wagons and universal flat wagons, covered railcars, wagons for mineral fertilisers, timber, cement, and grain transportation is not as large as that of gondola cars and tank-wagons. For example, TransContainer, the largest Russian operator of container flat wagons, has 25,400 such railcars, and, according to its experts, the company does not need to buy a lot of new rolling stock.
Specialists at the Non-Commercial Partnership of Railway Rolling Stock Operators consider that it is not obligatory for an operator to work across the whole railway network. Almost all owners of tank-wagons for petrochemicals and flat wagons for timber provide transportation on the territory of two or three railways. And these companies efficiently fulfill clients’ demands, while their parks are between 500 and 2,000 railcars. I.e. a large park is needed by the company that wants to service the maximum number of clients on the whole network, providing long-distance transportation (including international transportation), and carry raw cargoes – coal, ore, metals, petrochemicals, coke, timber, crushed stone. In this case, the company’s park should be at least 40,000 railcars of different types. Otherwise, a company needs not more than 10,000 wagons.
The Target Is Clear. What about the Mechanisms?
The mechanisms, envisaged in the Target Model for the market enlargement, are optimisation of the number of small captive companies (operators launched by large industrial enterprises and holding companies to service their own transportation) “by stimulating them to merge with larger operators”, which specialise in this business (the basic stimulus for the merger must be expenditure cutting and service quality improvement); unification of the fee for empty mileage; implementation of economic stimuli (varied dues and fees) to cut empty mileage and the number of inefficient idles of rolling stock; and normative base improvement.
Some representatives of the operator business, Mr Prokofyev, for example, think that stimuli such as expenditure cutting are quite reasonable, and the market may be consolidated without use of administrative methods. “In spite of captive operators increasing their assets, I think that the future belongs to independent players. The positions of such companies are more stable. In my opinion, everyone should go about their own business,” emphasises the expert.
Other specialists doubt that just economic methods will be used to enlarge the market. Experts at the Non-Commercial Partnership of Railway Rolling Stock Operators believe that RZD and the state will have to go to some expense to stimulate operators to consolidate on a voluntary basis. In particular, the Federal Tariff Service can put into operation special discounts on empty mileage for operators that own more than a thousand railcars; and RZD can cut the cost of the current or scheduled repair for them. In turn, the state may implement special rates of estate and income taxes.
Anyway, these are not the worst variants. As for the voluntary-compulsory consolidation principles, experts think that different methods may be applied. Particularly, the requirements for operators may be formalised in legislation, and some of them may be impossible to fulfill for many of the companies – for example, a large authorised capital, obligatory insurance of wagons, expensive performance appraisals, presence of specific park, etc. These measures may make some companies leave the market and sell their park to larger players.
Among such measures there is the right of RZD to manage empty wagons owned by other companies – to distribute railcars for loading regardless of the opinion of their owners, which can also be formalised in legislation. Some experts think that this will lead to a sharp fall in the profitability of wagons, operators will not be able to manage their business and they will have to sell their rolling stock. If obligatory membership in self-regulating organisations is formalised in legislation, and the latter sets high requirements for its members, some operators who have no serious intention of developing their business, may leave the market.
By Nadezhda Vtorushina
viewpoint
Salman Babaev,
Vice President of RZD:
– Operator business appeared by itself, without any special normative documents. Operators can choose companies to deal with, they started to build their own schemes for their rolling stock promotion. Thus, they receive the best pieces of the pie, and the rest cargo is to be transported by somebody else. Naturally, transport loading on those who were ignored would increase, because they still would need a rolling stock to carry their production to consumers. The empty mileage percentage would grow for such consignors. All these enterprises, first of all logging companies, small open pits etc. turned to be away from the lines with a large flow of empty wagons. They have to make arrangements with somebody to get rolling stock, consequently, the tariffs for them are twice higher. Naturally, there appear discontented persons.
Andrey Gomon,
CEO of Transoil:
– We appraise the influence of the consolidation positively, because we consider it a natural evolutionary process based on market principles. Enlargement of operators will help to increase the efficiency of the wagon park, improve the level of services, and, consequently, cut the company’s operational expenditure. At the same time, we believe that there will be a place in the market for small companies, which will service small consignors.
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