Railway Reform: Toolkit for Improving Rail Sector Performance - ppiaf

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Railway Reform: Toolkit for Improving Rail Sector Performance Annex 1: Financial Model—Guidance for Users cluding charts on the Scenario analysis sheet. When the variable is switched off, the original assumption, results, and charts are restored. If several scenario analyses are switched on at the same time for the same variables, the model will first consider variables entered for the consolidated entity, then the infrastructure entity for traffic variables, before considering variables entered for freight and passenger entities. Before beginning sensitivity testing, i.e., when all switches are off, users can copypaste base-case values shown in ‘Results’ to the space provided for base-case results. Results shown above base-case values change as different assumptions are tested. If any tested scenarios produce a low-equity return, low DSCR, or negative cash balance warnings will be displayed to alert users to potential financially unsustainable scenarios. Note: If users want to test more variables than are available in scenario analysis, they can return to assumptions and make changes. Sensitivity analysis should extend beyond the few variables presented here. The World Bank Page 220
Railway Reform: Toolkit for Improving Rail Sector Performance Annex 2: Benchmarking Annex 2 Benchmarking 1 Introduction Benchmarking is the process of comparing performance of one entity (the subject railway) to the performance of other entities (the benchmark companies) to identify best practices and opportunities for improvement. Often, benchmarking begins with a high-level comparison to identify areas of greatest potential, followed by detailed analysis of these high-potential areas. In the railway industry, benchmarking may compare financial measures such as operating ratio and revenue per ton-km, or productivity measures such as traffic units per employee, and traffic units per track-km. During benchmarking, after comparison of statistics identifies the high opportunity areas, the business processes of the subject and benchmark railways are compared to identify changes necessary to close the performance gap. Next, an implementation plan is developed for the subject railway to adopt improved business processes. For example, the high-level analysis may identify a gap in locomotive operating costs. The detailed analysis might reveal that the subject railway’s locomotives work fewer hours per day than the benchmark railways and that the subject railway’s staff have lower productivity, which is partially offset by lower wages (Figure 1). The business process analysis would reveal a difference in locomotive assignment practices—the subject railway restructure changes the locomotives every 150 km, while the benchmark railways change every 2,500 km—which affects staff and locomotive productivity. A performance improvement plan would be implemented to change locomotive assignment practices and The World Bank Page 221
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Railway Reform: Toolkit for Improving Rail Sector Performance - ppiaf

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