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The following tasks for reducing costs have been set:
1. Improve power optimisation of traffic and reduce prices for consumed resources.
During the first half year, the network average growth of tariffs on electric power was 10.2%, whereas at South-East Railroad the tariff grew 12.3%, at Volga Railroad—13.3%, West-Siberian—13.5%, and Far East—14.9%.
At certain power supply systems tariff growth has been beyond any reasonable limit. The growth in particular was: at Novgorodenergo: 24%, Tulaenergo: 19.5%, Ryazanenergo: 19.8%, Kalugaenergo: 20.3%, Arkhenergo: 23%, Sevkavenergo: 40%, Astrakhanenergo: 18%, Tatenergo: 25.5%, Omskenergo: 25.6%, Hakasenergo: 29%, and Khabarovskenergo: 21%.
2. Increase the effectiveness of passenger service.
During the first half year, passenger turnover has grown 2%, while the run of passenger carriages has grown 4.2%. The average occupancy of carriages has consequently reduced that indicates extensive nature of passenger traffic growth. The passenger branch should increase the efficacy of rolling stock, first of all, by optimising train stock. Every train must be assigned on economic grounds only.
3. Increase the productivity, which is one of the most important components of the optimisation of the corporation’s resources, because railway traffic is very labour intensive.
During 6 months, the productivity has grown 5.9%, while the yearly plan is 6.5%.
In order to ensure the growth of net remuneration, a higher task for productivity growth has been set for the second half year: 7.9% for the entire network.
4. Provide efficient organisation of the development and recovery of production capabilities.
This year the corporation’s capital investment programme is being implemented 50% more intensively than last year. This year, already 55% of the yearly purchase and renovation of rolling stock have been financed. The development and renovation of railway transport infrastructure have been actively performed.
At the same time, slow has been the development of borderline crossings at such important transport corridors as North-South, Kuzbass-Azov and Black Sea ports, and those leading to China.
Not active enough are the programmes of resource saving, corporate informatisation, and building double automatic block system.
The realisation of project principle of investment programme is very important; hence the stage of those projects must be brought up to date as soon as possible.
Capital assets are still being utilised unevenly. The corresponding factor in the first half year was slightly higher than 23%, which was the yearly target. This means that major production capacities will be put into operation at the end of the year, which will lead to a significant increase of their cost and a decrease of quality. In addition to that, State registration of property, reimbursement of tax on value added, and payment of tear and wear will be delayed.
The following important objects are to be put into operation by the Railway Worker Day:
At Moscow Railroad: speed service on Moscow-Lyubertsy-Ramenskoe route;
At North Railroad: traffic on Vohtoga-Shushkodom span;
At North-Caucasian Railroad: second track on Vodopadny-Lazarevskaya span that will increase the capacity of Tuapse-Adler line; complete the construction of Bataysk carriage and wheel shop and Derbent borderline crossing;
At West-Siberian Railroad: second track on Terent’evskaya-Krasulino-Erunakovo and Erunakovo-Bardino spans; extend station track at Izhmorskaya and Yashkino stations.
5. Make capital repair activities more systematic.
Capital repair is the second largest in cost investment programme and is the absolute priority for ensuring safety.
At the same time, only 99.5% of intensive capital repairs have been performed (Sverdlovsk (78%) and West-Siberian Railroads (86%) falling far behind the schedule), and 95% of track repair.
It must be pointed out that the quality of rolling stock repair is unacceptable.
Thus, casual repair of electric locomotives has grown 27% since the last year, which cost the corporation additional 100 million roubles.
The quality of repair of diesel locomotives is still low at East-Siberian and North Railroads, and of electric locomotives—at Kuibyshev and Volga Railroads.
The quality of carriage repair is low at North, Sverdlovsk, and Kuibyshev Railroads, where the number of uncoupling accidents is 1.5 times higher than the network average.
The organisation of repair of freight carriages is unsatisfactory at Yaroslavl, Kanash, Tambov, and Svobodny carriage repair works, Vereschagin track repair and mechanical works, and Velikie Luki locomotive works.
The managers of the above enterprises that are part of Russian Railways system will be subject to disciplinary actions, while the outside enterprises will be fined for supplying unsound products to Russian railways, and in the future they will not receive orders on rolling stock repair.
As a result, it is planned to reduce capital repair costs at least by 7 billion roubles, first of all, due to the optimisation of purchasing inventory holdings based on maximum use of available stock.
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