2009年-世界发展银行全球_Bulgaria___Railways_Policy_Note_43页_1mb

Summary of Bulgaria Railways Policy Note

Core Content

This policy note outlines the progress and future direction of Bulgaria's rail sector, focusing on the need for continued reform to ensure a sustainable and competitive railway industry. It emphasizes the transition from a state-dominated model to a market-driven one, while highlighting the importance of strategic investment and cultural change in both the government and state-owned railway companies.

Main Views

• Reforms Achieved: Bulgaria has made significant progress in railway reform, including financial stability, clearing of arrears, and implementation of EU regulations.
• Current Challenges: Despite these achievements, the railway sector faces declining market share, low productivity, and a need for increased efficiency and competitiveness.
• Cultural Change Required: A shift in the management culture of both the government and state-owned railway companies is essential to improve performance and align with market demands.
• Strategic Investment Needed: To enhance the railway industry's viability, strategic and targeted investments in infrastructure, technology, and rolling stock are necessary.

Key Information

1. Financial and Operational Performance

• BDZ EAD has shown net profits and improved financial position by 2007.
• State Financial Contribution: The government plays a crucial role in supporting the sector, particularly in infrastructure and public service obligations (PSO).
• Productivity Gaps: Bulgarian railways lag behind EU averages in both labor and asset productivity.

2. Institutional Reforms

• Vertical Unbundling: Separation of infrastructure from operations has been completed.
• Track Access Charges (TAC): Introduced to enable cost recovery and open market access.
• Public Service Contracts (PSC): Clarify government support and accountability in the sector.

3. Government Roles

• Policymaker: Must balance public policy with fiscal constraints.
• Regulator: Enforces EU rules on open access and fair competition.
• Owner: Needs to enhance governance and performance monitoring without interference.
• Client: Should promote transparent contractual relationships with railway operators.

4. Organizational Changes

• Governance Structure: NRIC and BDZ EAD should adopt best business practices, including independent boards and specialized committees.
• Management Development: A performance-based management system is necessary, with merit-based selection and training in business skills.
• Internal Organization: Transition from geography-based to customer-focused structures is recommended for better service delivery and resource allocation.

5. Strategic Investment

• Infrastructure Modernization: Upgrading to European technical standards is critical for competitiveness.
• Capital Planning: Investments should be prioritized based on financial return and cost-effectiveness.
• Key Projects:
  • NRIC: Track renewal, power system upgrades, signaling and telecom modernization.
  • BDZ: Locomotive power, freight wagon diversification, and passenger equipment modernization.

6. Private Sector Participation

• Freight Services: Encouraging private sector involvement through third-party operators and potential privatization is essential for competitiveness.
• Passenger Services: Public service contracts should be open to competitive bidding to improve efficiency and service quality.

7. Recommendations

• Implement a New Business Culture: Focus on transparency, performance-based management, and market responsiveness.
• Invest Strategically: Prioritize infrastructure and technology upgrades, and ensure investments align with a market-driven strategy.
• Enhance Private Sector Role: Facilitate private participation in both freight and passenger services to improve service delivery and financial sustainability.

Figures and Tables

• Figure 1: Evolution of Average Track Access Charge (EUR/Train-km).

• Figure 2: Average Track Access Charges in Europe (EUR/Train-km).

• Figure 3: Average Revenue and Cost per Freight Unit (EUR Cents/Net Ton-km).

• Figure 4: Passenger Transport Cost Recovery.

• Figure 5: Cumulative Growth of GDP, Freight, and Passenger Transport in Bulgaria and EU-27.

• Figure 6: Freight Transport by Rail and Road.

• Figure 7: Railway Traffic Evolution in Bulgaria.

• Figure 8: Freight Transport by Mode in EU-27 and Bulgaria (2006).

• Figure 9: Bulgarian Railway Asset Management Strategy.

• Figure 10: Age Structure of Rolling Stock.

• Figure 11: Railway Staff Productivity in Bulgaria and EU-27.

• Figure 12: Staff Productivity of BDZ Freight and BRC.

• Figure 13: Average Staff per Kilometer of Track.

• Figure 14: Traffic Intensity (Million TU/route-km).

• Figure 15: Rolling Stock Productivity (per unit).

• Figure 16: Total State Financial Contribution in Selected EU-15 Countries.

• Figure 17: State Budget Contribution (in Million BGN and % of GDP).

• Figure 18: Average Cost and Revenue per Pass-km.

• Figure 19: State Financial Contribution to PSO in Selected EU-15 Countries.

• Figure 20: State Financial Contribution to Infrastructure in Selected EU-15 Countries (% of GDP).

• Figure 21: Sources of Financing for NRIC Expenditures.

• Table 1: Freight and Passenger Transport by BDZ.

• Table 2: NRIC Network Characteristics.

Conclusion

The document stresses the importance of a coherent and comprehensive strategy for the future of Bulgaria's rail sector, emphasizing the need for cultural and structural changes, strategic investments, and increased private sector involvement to ensure the sector remains competitive and sustainable in the context of EU convergence and economic recovery.