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1、The World Bank Railway Restructuring in China:The G reat Railway Challenge中國鐵路重組 鐵路業(yè)的巨大挑戰(zhàn) The World Bank Major Issues in Railway Restructuring鐵路重組的關鍵問題uGovernment/Railway relationshipu政府和鐵路的關系uEnterprise structureu企業(yè)結(jié)構uPrivate/public boundaryu私人部門與公共部門的邊界 The World Bank G overnment/Railway Relations
2、hip政府和鐵路的關系uGovernment does policy, regulation and finance (U.S. is an example)u政府制定政策、規(guī)章和投資（以美國為例）uEnterprise becomes “”commercial”u企業(yè)的“”商業(yè)化”經(jīng)營uChanges are inseparableu各種變化不可分離 The World Bank Enterprise Restructuring企業(yè)重組u Markets, geography and functionsu市場、地理分布和功能u Passenger market structure and c
3、ompetitionu旅客市場結(jié)構和競爭u Freight market structure and competitionu貨運市場結(jié)構和競爭 u Public/private boundaryu公共部門和私人部門的邊界 The World Bank Structural Options組織結(jié)構方案u Integral models: Latin American concessionsu一體化模式：南美的特許權經(jīng)營u Predominant operators control infrastructure, secondary operators pay access fees: U.S.
4、 and Japan. Can have competition by parallel tracks or by trackage rightsu主要運營者控制基礎設施，次要運營者支付使用費：美國和日本模式。通過平行鐵路或開放通路權進行競爭 u”“UP/DOWN“” separation of infrastructure (EU/UK): permits full, or licensed competitionu網(wǎng)運分離（歐洲和英國模式）：完全競爭，或者執(zhí)照準入競爭u Other separations (wagons)u其它分離（貨車） The World Bank 平行鐵路間的競爭：
5、美國一級鐵路公司 The World Bank 同一條線路上的競爭，美國共用貨運鐵路網(wǎng)(不含國家客運公司) The World Bank Amtrak: The Secondary User國家鐵路公司：次要運營者 The World Bank 主要運營者和次要運營者示意圖含國家客運公司的美國共用鐵路網(wǎng) The World Bank 供分析用的工具： 美國貨運線運輸密度 The World Bank 其他分離：設備所有權 The World Bank 中國鐵路組織結(jié)構u Integral: administration, regional or national structures with
6、 operations integrated with infrastructureu 一體化模式：網(wǎng)運合一條件下的 局、區(qū)域及國家的模式u Predominant operator : freight controls infrastructure (accounting separation of costs), secondary passenger companies pay for access. Freight competition through trackage rights or parallel tracks u主導型運營模式：貨運控制路網(wǎng)（分開核算成本），客運公司支付線
7、路使用費。貨運通過平行線路或開放通路權進行競爭。 u Infrastructure separations: break link between operators and track. All pay for access u網(wǎng)運分離：將運營和線路分離。所有運營者均要支付線路使用費。u Mixes are possible, and predominant model could be an interim step toward separation if desiredu混合模式是可能的，主導型模式也可作為未來期望網(wǎng)運分離的過渡模式u Both predominant model an
8、d separation models can foster private involvement if desiredu主導型和分離型都可容許私人的參與（如果希望如此） The World Bank 鐵道部的十四個路局 The World Bank H ow to Decide 如何決策u Commercialization (Govt/Enterprise Separation) u商業(yè)化：（政企分離）l Better pricing 更優(yōu)的定價 l PSO payments 公益運輸?shù)难a貼u Integral, Predominant and Separation Modelsu 一體
9、化，主導和分離模式l Production vs market “”efficiency”“生產(chǎn)”“效率”“和市場“”效率“” l Disruption vs competition 無序和競爭l Licenses vs open access 執(zhí)照準入和公開進入l Regulation vs competition 管制和競爭l Public vs private 公共部門和私人部門 The World Bank Tools for System Structure Decisions對系統(tǒng)結(jié)構進行決策分析的工具u TMIS traffic flow data - input to ever
10、ythingu運輸管理信息系統(tǒng)(TMIS)運輸流數(shù)據(jù)最基本的依據(jù) u Network model, including system flowsu網(wǎng)絡模型，包括系統(tǒng)流u Point-to-point costing modelsu點到點成本計算模型 u All exist NOW in China but are not integrated: will need integration and refinementu所有中國現(xiàn)有但未協(xié)調(diào)連接的工具：需要協(xié)調(diào)和精選u Work can be financed NOW in the policy component of National Rai
11、lways Loan (and/or from Railways VI)u世行國鐵貸款（和/或鐵路六貸款）現(xiàn)在即可支持這些工作 The World Bank Transitional Issues過渡的問題uManaging disruption - centralized dispatching and schedulingu對無序的管理集中調(diào)度和制定運行圖uGerman and Romanian modelsu德國和羅馬尼亞的模式 The World Bank 德國鐵路組織機構圖：德國鐵路準備變化DB AG H olding CompanyEnsures schedule integrat
12、ion德國鐵路控股公司確保運行圖的協(xié)調(diào)DB Netz(Infrastructure) Does Schedulingand Timetablesfor System基礎設施制定運行圖和列車時刻表DB Stations and Service AG 車站和服務公司DB Cargo 貨運DB Reise & Touristik AG(Intercity Passenger) 城際間客運DB Regio AG(Local Passengers 地方客運) The World Bank 羅馬尼亞：新的鐵路系統(tǒng)Minister of Transport 運輸部Holding Company 控股公司 (
13、Integration of Timetables and Dispatching)（時刻表和調(diào)度的協(xié)調(diào)）Rail Management Services Company(Standard Data) 鐵路管理服務公司 （標準數(shù)據(jù)）PassengerCompany客運公司InfrastructureCompany線路公司Real EstateSubsidiary房地產(chǎn)子公司FreightCompany貨運公司Rail AssetCompany鐵路資產(chǎn)公司Old SNCFR原羅馬尼亞國鐵 The World Bank Using the Reform Components既有改革項目的利用u M
14、ake sure Nanchang does accounting separation for freight costs as well as PTCu確保在南昌的試點對貨運成本和客運公司成本進行會計核算分離u Use Railways VI, VII and NRL moneys: u利用世行鐵路六、鐵路七和國鐵項目的資金l Support system studiesl支持系統(tǒng)研究l Advisory group(?) l顧問小組（？） The World Bank 線路里程：中國鐵道部各路局和美國各鐵路公司的對比 0 5000 10000 15000 20000 25000 3000
15、0 35000 40000 Wu lum uqi H uh eha ote Kun min g Liu zho u Jina n G ua ngz hou Nan cha ng Lan zho u Che ngd u Sha ngh ai H ar bin Zhe ngz hou Beij ing She nya ng Con rail NS CSX BN UP The World Bank 發(fā)送貨物（百萬噸）：中國鐵道部各路局和美國各鐵路公司的對比 0 50000 100000 150000 200000 250000 300000 350000 400000 450000 500000 L
16、iu zhou H uh ehao te Kun min g Wu lum uqi Lan zho u Nan cha ng H ar bin Jina n Che ngd u She nya ng Zhe ngzh ou G ua ngzh ou Sha ngh ai Beij ing Con rail NS CSX UP BN The World Bank 職工人數(shù)（千人）：中國鐵道部各路局和美國各鐵路公司的對比 0 50 100 150 200 250 300 350 400 Kun min g Wu lum uqi H uh ehao te Nan cha ng Liu zhou La
17、n zho u Jina n Che ngd u G ua ngzh ou Sha ngh ai H ar bin She nya ng Zhe ngzh ou Beij ing Con rail NS CSX BN UP The World Bank A G ood Way to Proceed推進改革的一個好方法u Start with U.S. Model - retain Up/Down as second stageu先從美國模式開始可以把網(wǎng)運分離作為下一步u Start with separated national and regional passenger companies
18、 - adjust over timeu從分別建立全國性和區(qū)域性旅客公司開始而后逐步調(diào)整u Start with Administration-based, integral freight companies, but with selected trackage rights competition between major markets u從成立以路局為基礎的，網(wǎng)貨一體化的公司開始，同時有選擇性地在主要市場進行開放通路權的競爭u Broaden trackage rights over time with experience and informationu隨著經(jīng)驗和信息的增加，逐
19、漸擴大開放通路權的范圍u Leave private operations for later stage, but consider wagonsu后期再考慮引入私人參與問題，但可先從貨車開始u Use policy components of National Railways (Nanchang pilot and TMIS traffic information, system flow models and traffic costing models) to guide the implementation.u利用世行國鐵項目的政策子項（南昌試點和TMIS的運輸信息，系統(tǒng)流模型和運輸成本模型）來指導實施
世界銀行-中國鐵路重組報告
