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NORTHERN EUROPE PROFILE: BANEDANMARK
Strong
developments
for rebuilding the
Danish railway
In 2005, the Danish railway experienced a major crisis, suffering massive
delays due to poor track standards and failing signalling systems. Two issues
were behind the problems; the railway had been, and was, under-funded and
there was a significant lack of technical and managerial control of the
infrastructure. Lack of control working in concert with money shortage led to
an accelerated degradation.
Claus Rehfeld, Director of
As chance will have it, this crisis surfaced Luckily, the 10 year funding scheme
Construction & Renewals,
into public view in 2005 – two years after had the precondition that new
Banedanmark
a much celebrated political agreement for documentation should be delivered in
the future railway from 2005 – 2014. 2005 by Rail Net Denmark, the aim being
This means that Rail Net Denmark, the to strengthen the documentation for the
state owned railway asset management investment needs of the railway.
company, was then facing general
political mistrust. This fact was further
‘‘The main reason why
augmented by multiple critical reports Rail Net Denmark
from the state auditor.
eventually had success
It was clear – as it had indeed been in
in securing the needed
2003 – that the situation could only be
faced by a long-term financial plan for
funds was that we
sensible railway reinvestment planning. focussed on strengthening
This was the idea in 2003, but lack of
our analytical and
sufficient data ironically also made this
modelling skills’’
plan prone to underinvestment rather
than the desired reliable plan for
renewal of the Danish tracks. So, even And then there was documentation.
with a 10 year investment plan, Rail Net The evaluation of the investment needs
Denmark was not in a position where a was produced and exceeded the current
credible and auditable financing scheme 10 year plan with approximately 4 billion
could be produced. DKK. The investment plan that the
www.europeanrailwayreview.com EUROPEAN RAILWAY REVIEW
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ISSUE 3
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