TWINNING PROJECT FICHE 1. Basic information · TWINNING PROJECT FICHE 1. Basic information ... To upgrade the overall capacity of the Egyptian administration in the Railway ... 3.1

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TWINNING PROJECT FICHE

1. Basic information

1.1 Programme:

Support to the EU-Egypt Association Agreement Programme (SAAP)

1.2 Twinning number: EG07/AA/TP05

1.3 Title:

Assistance to the Egyptian Ministry of Transport for reforming Railway Safety Regulation,

Procedures and Practises

1.4 Sector:

Transport and Government Administration Reform

1.5 Beneficiary country

Egypt

2. Objectives

2.1 General objective

To upgrade the overall capacity of the Egyptian administration in the Railway field by

improving the legislative and regulatory framework and strengthening institutional capacity.

2.2 Project Purpose

To support the Ministry of Transport (MoT) in reforming the regulatory environment in view

of the present railway sector liberalization strategy that is focussing on Public-Private-

Partnership (PPP) to be undertaken in the near future. This is to be achieved through the

creation of a Railways Safety Regulatory Unit (RSRU) within MoT and the implementation of

an overall Safety Management System at the Egyptian National Railway (ENR) in order to

improve rail freight and passenger transport safety.

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Safety reforms will be implemented by approximating existing safety systems and procedures

(to the extent feasible), to European Directives 91/440 (July 29, 1991) and 2004/49/EC (April

29, 2004); in preparation and implementation of an overall Safety Management System (SMS)

for MoT and ENR.

2.3 Contribution to National Development Plan/Association Agreement/Action Plan

The present twinning is in line with the current overall Egyptian policy that aims at improving

and modernizing infrastructure required for achieving the targeted GDP growth and economic

liberalisation. This involves reform of the Egyptian Transport sector including the Rail network

through achieving the following:

o Progress towards being a sustainable, effective and transparent transport system; o Progress with the reforms of the legal and regulatory framework while approximating it, to the extent feasible, to various EU standards in order to achieve

sustainable economic growth and social development;

o Improvement in rail freight and passenger transport safety particularly through modernizing Railway organization and strengthening safety measures.

Safety is therefore considered a major ingredient within the Egyptian overall transport reform

strategy.

This project is in line with the provisions of Article 51 of the EU-Egypt Association

Agreement (AA) and the European Neighbourhood Policy (ENP) Action Plan (AP) that aim at

promoting cooperation in the transport field, in particular developing infrastructure policies,

implementing a sector reform programme including the separation of regulatory, management

and operation tasks and assisting the Egyptian Government in improving management systems

through institutional building, organizational restructuring, capacity building, strengthening

strategic planning units and developing better asset management procedures.

The AA and ENP Action Plan also aim at introducing a transparent regulatory process for the

issuance of freight and passenger transport licences, establishing and enforcing operating

standards comparable to those prevailing in the Community, as well as strengthening safety

and security practices and integrating environmental considerations in transport.

The above will be implemented with a view towards improving the efficiency of rail transport

services and preparing the Egyptian rail system to serve as a gateway to Africa.

3. Description

3.1 Background and justification

3.1.1 General background

Until recently, EU-Egypt bilateral relations developed almost exclusively through the use of

financial cooperation provided by the MEDA programme. When the Association Agreement

(AA) came into force on the 1st of June 2004, relations entered into a renewed and more

intense phase through which the Barcelona process addresses a much wider spectrum of fields.

This relationship is being strengthened further by the European Neighbourhood Policy (ENP).

Based on respect for democratic principles and fundamental human rights, the AA provides a

framework for political dialogue and closer economic, social and cultural relations between the

two parties. It includes the completion of a Free Trade Area by 2015 (2018 for a very limited

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number of industrial goods), liberalisation of trade in goods and services as well as movement

of capital. Co-operation also includes approximation of laws and application of EU standards

with an aim to support Egypt’s efforts to achieve sustainable economic growth and social

development.

To this end, the European Commission launched a “Support to the EU-Egypt AA Programme”

(SAAP) with the aim of upgrading the overall capacity of the Egyptian administration in three

core areas: (i) trade and economic liberalisation; (ii) improvement and subsequent enforcement

of legislative and regulatory framework; and (iii) institutional strengthening and reform. The

EU thus makes available to Egypt the expertise gained in supporting other EU neighbouring

countries in reforming their legislative framework and improving their economic environment.

To this end, an envelope of € 25 Millions in 2005 has been earmarked to provide assistance

aiming at building the capacity of key Egyptian institutions.

The instrument of Institutional twinning has been given a particular importance within the

context of the European Neighbourhood Policy because of the need to reinforce the

administrative capacity of Egypt. Twinning partnership programmes between Egyptian public

administrations and EU Member States are indeed perceived as the most efficient and

appropriate vehicle for achieving this type of capacity building.

As safety of rail transport for freight and passengers is a major concern, MoT, has requested

Twinning assistance to speed-up the transformation process of ENR and improve railway

safety conditions. This document has therefore been prepared by the Ministry of Transport, in

conjunction with the EC Delegation in Cairo to serve as a basis for the Twinning assistance.

3.1.2 Background specific to the Railway Sector

Egypt probably offers the largest railway market in the Middle East and Africa, with a railway

network that is almost as old as that of Great Britain. In the 1950s, the Egyptian Railways

sector has been established as a profit-making, public-owned utility. ENR which is a public

authority created by law No. 152 of 1980 as a subordinate to the Ministry of Transport (MoT),

is currently the sole operator of the railway network.

Due to lack of investment in the past couple of decades and the fact that ENR has been run

more as a public utility rather than a profit making organization, ENR is currently in a difficult

situation. A number of serious challenges need to be tackled in order for this strategic sector to

reach its full potential. The ever-rising costs of maintaining facilities and equipment as well as

providing service to some two to three million passengers per day have placed a tremendous

strain on ENR’s resources.

It has therefore been decided by the Egyptian government to undertake a total restructuring

plan involving the modernization of assets as well as building the capacity of human resources

with a core focus on safety.

ENR operates a 5,065 km long network, comprising 1,448 double lines and 3,617 single lines;

of which; only 585 km are electrified. ENR also operates around 425,000 passenger trains per

year calling at 776 stations with almost 60 billion traffic units and covering over 30% of total

passenger transportation. ENR owns 701 locomotives and 3,337 passenger coaches. Though

ENR owns 10,592 freight wagons, freight trains per year are only around 3,000 as resources

are biased towards passenger transport.

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The main problem with the Egyptian railway sector lies in the fact that ENR is organized along

the model prevailing in the 1950’s that most European railways have now abandoned.

Furthermore, ENR concentrates on day to day activities, overlooking the need for improving

the quality of the service it provides. ENR Headquarters is structured according to main

functions (i.e. operations, marketing, track & signalling, rolling stock, etc). Operations are

handled by eight regions under the control and coordination of headquarters. It is important to

note that safety regulations are incorporated within ENR’s operational procedures; which have

not been reviewed since 1990. As a consequence, safety measures are minimal and a safety

culture on all levels (operational departments, workshops, maintenance departments etc) is

greatly lacking.

Recent years have witnessed a rise in the number of accidents resulting in a considerable

increase in the number of casualties. Given that accident investigation committees tend to

include senior ENR operational staff, investigation reports usually place the blame on human

errors with no mention of methodology, thinking processes, technical causes or proposed

corrective actions.

This has in turn, increased the awareness of both the Egyptian government and the general

public of the emergent need for reforming the Egyptian railways sector. The Government of

Egypt is thus determined to restructure ENR by undertaking a number of measures

including the following:

a. Separating Safety regulatory unit from the operator(s): MoT initiated the

establishment of a Railway Safety Regulator in June 2006. This process involved

undertaking historical accidents and risk assessment as well as contracting Booz Allan

Hamilton to assist in the formulation of a comprehensive restructuring plan for ENR.

Based on the preliminary outputs of the study, a Railways regulation is currently being

drafted that includes the following:

• the establishment of a Safety Regulator within MoT that is responsible for setting the overall railways policy and strategy, formulating and enforcing the regulatory

framework as well as undertaking auditing, certification, accreditation and

licensing activities. Moreover, the regulator will serve as an investigating body for

railway accidents and incidents.

• the establishment of a railway inspectorate within ENR responsible for risk assessment and hazard identification as well as technical inspection of

infrastructure and rolling stock.

b. In this context, the Egyptian Government aims to benefit from European expertise and EU directives by approximating, to the extent feasible, its railways safety regulations

to the community "acquis".

c. Developing the Signalling System: ENR is developing a signalling scheme that

involves the modification of station layouts and timetable. Such developments, it is

envisaged, will lead to improved operational efficiency as well as enhanced safety

measures.

d. Infrastructure Modernization: MoT will carry out a program of transport infrastructure modernization utilizing public investments and loans for the

reconstruction and rehabilitation of railway infrastructure (including

telecommunication systems).

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e. Rolling Stock Modernization: Various programs are underway to upgrade workshop

capabilities, rehabilitate old stock and order new locomotives and coaches.

f. Establish Proper Automated Management information system: The contracting of

an IT company to improve the overall information systems is underway.

g. Organizational Restructuring: MoT is planning on reforming the currently applied organizational structure by reviewing the organizational chart of ENR as well as

reforming human resource policies and regulations including recruitment, incentives

systems, training, job descriptions and appraisal system.

h. Utilization of public-private partnership methods for further development of the transit functions of Egypt.

i. Private Sector Involvement: MoT is planning on introducing public-private

partnership methods for further development of the transit function of Egypt. As a

matter of fact, modifications have been introduced to Law No. 152 / 1980 allowing for

private sector investment in railways on a BOT basis.

3.2 Linked activities (other international and national initiatives):

An overall assessment and proposals for reforming the railways sector has been conducted by

MoT. This was undertaken through consultancy support from Booz Allan Hamilton during

2006. The final report for this study has been provided on December 10, 2006. Major issues

tackled by the report include proposals for a comprehensive transformation programme and a

plan for Safety capability upgrading.

MoT has decided to implement the recommendations of this report (which has been approved

by ENR board of Directors) in the coming years. It has also been decided that the Safety

component will be tackled through EU Twinning assistance.

In this sense, it must be noted that, while overall reform directions have been established, MoT

has not as of yet identified specific projects/activities and partners. The MoT will act as the

coordinator between the various activities being implemented within the rail sector in order to

avoid any potential duplication and, as far as safety regulations are concerned, the involvement

of parties other than this twinning project is not envisaged

Finally, connected with Safety reforms in Egypt, an assessment of legal compliance and the

status of Egyptian secondary legislation in the field of Occupational Health and Safety (OHS)

with EU Directives and their implementation will be carried out through another Twinning

project which is being prepared at present with the Ministry of Manpower and Migration.

3.3 Results

3.3.1 Overall Result:

Safety conditions in the Railway Sector have improved in line with best practices and

approximated to EU Directives, leading to a decreased number of incidents, accidents and

casualties.

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3.3.2 Mandatory Results

Result 1: The Railway Safety Regulatory Unit (RSRU) within MoT has been established and is

fully operational.

Result 2: The Independent Accident Investigating Body is in place and is fully operational.

Result 3: A Safety Management System has been implemented within ENR and is fully

operational.

Result 4: the competent personnel at both MoT and ENR have the full capacity to undertake

their tasks efficiently.

3.3.3 Indicators of Achievement

The project has been divided into 3 components and the indicative indicators of achievement

for each component are as follows:

3.3.3.1 Concerning the MoT Railway Safety Regulator Unit (component 1 of the project):

1. Scheme of the MoT Railway Safety Regulatory Unit (RSRU) is agreed upon by MoT 2. Standard Operational Procedures for the RSRU in accordance with its legal role regarding Safety is produced and implemented

3. Investigation procedures for the independent investigating body are produced and implemented.

4. Safety instructions for the railway system (such as review of the present railway rules book) proposed by ENR have been approved at MOT level

5. Related procedures for licences issuance and safety certificates delivery are in place 6. Fully trained and operational personnel (see component 3 below)

3.3.3.2 Concerning the Safety Management System (SMS) to be implemented within ENR

(component 2 of the project):

1. Functional scheme for SMS in place 2. Methodology for risk assessment, hazard identification, audit and inspection programme is formulated and operationalized

3. Inspection Methodology for Operations, Track, Signalling/Telecommunication and Rolling Stock is formulated and operationalized

4. Accidents/Incidents data base in place 5. Follow-up system for ensuring the enforcement of corrective actions in place 6. Fully trained and operational personnel (see component 3 below)

3.3.3.3 Training regarding Safety at all level (component 3 of the project)

In addition to the on-the-job daily training, a comprehensive training programme must be

implemented in order to improve the safety culture and boost awareness about the importance

of Safety at top and middle management levels. For the operational level, drivers, CTC &

Signalmen should also be given priority through a Training of Trainers (ToT) programme.

Selected trainers will then transfer the acquired knowledge throughout the ENR.

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1. For Top Managers, study tours (minimum 2 one week tours for groups of 5 participants) should be organised with the aim of exposing decision makers at MoT and ENR to how

the Safety concept is implemented in other European countries (by visiting 2 EU Member

states in a week and exchange views with their counterparts)

2. For middle managers, specific one-week safety training sessions (minimum 4) in Egypt for groups of 20 Managers / Trainers. Mixing trainees from different departments in these

sessions will give them the opportunity to exchange views about Safety

3. For operations staff, specific one-week training sessions (minimum 2 ) for groups of 20 drivers / CTC trainers will provide them with the opportunity to exchange views about

operational issues

Local trainers will then be in charge of transferring the newly acquired knowledge to their

staff.

Upon completion of the twinning project, all required regulatory framework regarding safety

reforms and the administrative capacity for their implementation both at MoT and ENR levels

should be in place.

3.4 Activities

Activities will be grouped into the following 3 components:

1. Component 1 : activities related to Safety reforms at MoT include:

� Assisting MoT in setting safety policy and legislation, � Establishing an independent accident investigating body � Assisting, as a first step, with the creation and organisation of the MoT Railway Safety Regulator Unit (RSRU) – in preparation for the future overall Regulatory body - in

charge of defining/approving safety rules and capability requirement definition, providing

licences and safety certificates and effective oversight and continuous

monitoring/auditing.

� Formulating effective enforcement mechanisms for the RSRU � In view of the complete restructuring of the railway sector in the coming years, additional tasks related to liberalisation of the sector will be investigated such as, but not limited to:

- the missions of the Overall Regulator (that includes the economic regulator), issuance of licenses for Public-Private Partnership, providing Safety certificates, etc.

- Access charges and allocation of train paths, etc., and transformation of present ENR infrastructure Department into a specific business unit with an Infrastructure Manager

2. Component 2 : activities related to ENR include:

� Putting in place Safety Management System and other correlated tasks. � Implementing safety governance and organization methods (roles, responsibilities and accountability),

� Reviewing overall safety rules and obtaining MoT approval, � Preparing safety procedures and processes, � Reviewing the current accident data base, � Introducing a new computerised accident database, � Introducing procedures for audit programmes, hazard identification, risk assessment � Building safety capabilities of ENR personnel.

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3. Component : activity related to training both MoT and ENR staff.

� Implementation of on the job training for staff concerned with the newly introduced safety regulation and operations

� Preparing and implementing a specific training programme for safety that includes the following: –

- Top management: organizating of 2 study tours

- Middle management: organizating 4 “one week” training programmes

- Operational staff (drivers, Control Traffic Centre, and train scheduling staff):

organizating 2 “one week” training programmes

The above will be implemented with a view towards the selection of participants who will

then be in charge for disseminating the acquired knowledge and skills within MoT and ENR

3.5 Means

The implementation of activities mentioned above requires 1(one) project leader with the

responsibility of the overall coordination of project activities, 1 (one) resident twinning advisor

to manage project activities especially those conducted within the BC, minimum of 3 (three)

short term component leaders and additional specialized experts within each component.

3.5.1 The Project Leader

The project leader will be responsible for the overall conception and direction of the MS

involvement in the twinning project. He/she should have a sound knowledge of the railway

sector and EU safety directives as well as possess leadership skills. These types of

qualifications can only have been gained through management experience at a high level post

in an MS ministry of transport. The project leader will be expected to spend a minimum of 3

days per month in his home base, providing project direction, as well as undertake at least one

mission to the beneficiary organization every three months. In coordination with the BC

Project Leader, she/he will be responsible for the organization of the project's steering

committee which includes the RTA and representatives of the PAO, EC Delegation.

The project leader will be expected to have the following qualifications:

• Hold a senior position at the Ministry of Transport

• Experience in establishing and/or managing a transport regulatory body

• Experience in implementing safety management systems

• Thorough knowledge of EU directives particularly those related to safety

• Excellent inter-personal and leadership skills

• Previous experience in project coordination/management in similar projects

• Excellent written and spoken command of the English language

• Work experience in Egypt or other countries in the region will be advantageous

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3.5.2 Resident Twinning Advisor (RTA)

3.5.2.1 Tasks of the Resident Twinning Adviser (RTA):

The duration of the RTA assignment is 24 months. He/she will lead all aspects of the work of

the MS team and will work directly with the BC project leader and RTA counterpart on a daily

basis to support and coordinate the activities being implemented in the BC. His/her role is not

purely administrative as the RTA is expected to provide high level advice and direction on all

project activities. The RTA's responsibilities include but are not limited to the following:

o Overall direction and supervision of project implementation according to the agreed work plan;

o Prepare periodical and non-periodical reports in accordance with the project work plan and twinning manual guidelines;

o Coordinate and supervise short-term experts’ input; o Provide professional support and local knowledge to medium and short term experts o Supervise the execution of training programmes o Ensure the quality of manuals and printed outputs; o Ensure effective and optimal utilisation of available resources; o Act as a contact point and liaison with PAO and EC Delegation.

3.5.2.2 Profile of the Resident Twinning Advisor (RTA):

The RTA should have current or recent experience of working in an EU Ministry of transport

at a senior position. The RTA is expected to have:

o Minimum 10 years experience in a management position at a railway company o Minimum 2 years experience in a Ministry of Transport. o Professional experience in railway transport policy development in an EU environment with significant experience abroad, if possible at a ministerial level;

o Familiarity with programme management; o Good communication skills; o Fluency in English; o Previous experience in an international transport body will be advantageous o Previous participation in similar programmes and/or projects would be an advantage; o Work experience in Egypt or other countries in the region will be advantageous

3.5.3 Short Term Experts

3.5.3.1 Tasks and profiles of the short term experts:

Short term experts shall be made available throughout the project for regulatory, safety and

training issues1.

1 Estimations of number of man-days are indicative. The final input to be dedicated to the different

activities/components to achieve the mandatory results is to be determined by the parties of the twinning contract,

in particular the beneficiary administration and the selected MS partner

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Regulatory Issues:

Tasks

The estimated total time allocated for this activity is 260 m/d

o Experts in legal and regulatory issues are expected to: � assist in the establishment of a functional, efficient and effective safety regulatory body that is compatible with the Egyptian context and is based on EU directives

� assist in the creation of the independent investigating body � investigate other regulatory issues related to public-private-partnership such as licensing, access charges, train path allocation, etc.

� provide on the job training to MoT personnel

Expert Profiles

o Minimum 5 years of experience in regulatory issues at the Ministry level o At least 1 year of relevant experience on similar projects abroad related to EU Directives implementation

o Good communication skills o Fluency in English

Safety Issues:

Tasks


o Experts in Safety issues are expected to: � assist in preparing and implementing the Safety Management System at MoT and ENR levels

� introduce functional schemes for Safety Management System � review overall safety procedures and regulations in ENR to be submitted to MoT for approval

� provide on the job training to MoT and ENR personnel

Safety Experts’ Profile

o Minimum 10 years of experience in the field of railway safety o Minimum 2 years experience in implementing Safety Management Systems in an EU member state and if possible abroad

o Specialized experts with a minimum of 10 years management experience in a railway company in areas related to the following fields:

� railway operations, � track maintenance, � signalling & telecom maintenance, � rolling stock maintenance, � specialized expert should have previous experience in reviewing operational and maintenance rules in connection with safety matters and proposing improvement

measures.

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Training issues:


Tasks

o Organize study tours for top managers o Develop and deliver specialized training programmes for MoT and ENR middle management and operational staff on safety issues

Profile

o A Human Resources Management and Development Expert with a minimum of 10 years experience in a railway company with significant experience abroad

o Specialised experts will take part in the training as instructors and will use their findings as case studies. These experts should have knowledge about problems facing railway

management as well as practical experience in the following:

� railway operations, � track maintenance, � signalling & telecom maintenance, � rolling stock maintenance, � drivers / CTC � and other related matters

4. Institutional Framework

The direct beneficiary of this project is the Ministry of Transport (MoT) which is the

organization responsible for overseeing the railway sector in Egypt including formulating and

overseeing the implementation of overall transport sector strategies and plans.

Several activities of this project will be implemented within the Egyptian National Railways

(ENR)2 which is responsible for the day to day operation of the railway network, with an

emphasis on social aspects including the provision of high quality passenger services as well as

providing the economic drive for enhancing freight services.

MoT will be incharge of ensuring coordination of project activities with ENR.

Other involved bodies outside of the scope of this engagement include the Ministry of Interior

which is responsible for maintaining security at railway stations and in trains.

5. Budget

The maximum estimated budget allocated for this Twinning project is € 1,500,000

2 an affiliate of MoT

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6. Implementation arrangements:

6.1. Implementing Agency:

The Programme Administrative Office at the Ministry of International Cooperation is in charge

of the coordination of all activities and the administrative management of the Support to the

Association Agreement Programme. The PAO will be the responsible institution for the

management of this twinning project. It manages the tenders, contracts and payments in

accordance with the procedures of ex-ante control defined in the Practical Guide to contract

procedures financed from the general Budget of the EC in the context of external actions.

PAO contact details:

Ms. Zeinab A Awad

Project Manager

The Support to the Association Agreement programme (SAAP)

9, Abdel Kader Hamza Street, Apt 401, Garden City, Cairo, Egypt

Phone : 00 202 7923 438

Fax : 00 202 7926 035

E-Mail : [email protected]

6.2 Responsible Institution in the Beneficiary Country:

The Ministry of Transport (MoT)

BC Project Leader

Name : Eng. Omar El BAKARY

Title : Deputy Minister

Address : Ministry of Transport, Autostrad Road, Cairo, Egypt

Phone : +202 2619403

Fax : +202 4029782

E-mail : [email protected]

RTA Counterpart

Name : Azza SALEH

Title : Economic Consultant to the Minister of Transport

Address : Ministry of Transport, Autostrad Road, Cairo, Egypt

Phone : +202 2628880

Fax : +202 2628880

E-mail : [email protected]

6.3 Required contributions of responsible institution:

The Egyptian partner shall contribute to the project by making available furnished and

equipped office space for a minimum of 4 persons (telephone with international connection,

fax machine, internet connection, copier, 2 desks computers, printer, scanner and basic daily

consumables) within or close enough to the relevant services of MoT / ENR to enable effective

performance of the Experts.

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The Egyptian partner will provide for twinning experts, English translation of current

regulations and operational manuals. Training costs (facilities, documentation and transport,

etc.) will also be provided by MoT.

The Egyptian counterpart will ensure that the equipment including computers and networks

necessary for the implementation of project activities are in place and operational. The

necessary local counterparts will also be made available as required for each field of expertise.

6.4 Contracts

It is envisaged that IT equipment and software required for the development of the

accidents/incidents data base (activity under component 2 of this project) will be financed and

contracted by MoT.

7. Implementation schedule

7.1 Launching of the call for proposals: March 2007

7.2 Start of project activities: November 2007

7.3 Implementation Period Duration: 27 months (including 3 months for project set up and

closure)

8. Cross Cutting Issues

8.1 Environment

Implementation of the project has no negative impact on the environment. On the contrary,

improving the safety culture in rail transport will contribute to increased utilization of the

railway network vis a vis other transport modes thus reducing pollution. In addition, improved

safety contributes to the reduction of the risk of accidental pollution.

8.2 Sustainability

• A higher safety level will provide substantial results for the sustainability of the railway system.

• Through strengthening safety and related administrative capacity of both MOT and ENR, the railway market situation will become a more reliable means of transport and

thus increase revenue generated by activities such as freight and passengers transport.

8.3 Equal Opportunity

Opportunity both for men and women to participate in this project will be guaranteed on equal

basis.

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9. Conditionality and sequencing with the overall programme

9.1 Conditionality

The following conditions shall be fulfilled before the twinning project is initiated:

o Operational manual and current regulations and related documents should be translated into English with priority for the legal framework.

o Local persons (minimum 6) from MoT and ENR will have been identified to be members of the Steering Committee

o Equipment and work space is provided by the beneficiary before the initiation of the project

9.2 Sequencing

o An overall assessment of the safety situation at ENR will be provided at intervals (in project quarterly reports) with the Final Report including the improvements achieved.

ANNEXES

1. Logframe matrix

2. Detailed implementation timetable

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ANNEX 1 : INDICATIVE LOGFRAME Project Number: EG07/AA/TP05

Indicators of achievement Source of verification Assumptions and risks

Overall Objective

Upgrade the overall capacity of the Egyptian

administration in the Railway field by improving

the legislative and regulatory framework and

strengthening institutional capacity in view of

increasing safety.

� Improved quality of service for freight and passenger transport

� Decreased rate of accidents

� ENR statistics (tons/km and passenger / km)

� Railway accident

statistics

Project purpose

To support Ministry of Transport (MoT) in

reforming the regulatory environment focussing

on safety. This entails the:

� Creation within MoT of a Railways Safety Regulatory Unit (RSRU),

� Establishment of an independent Accident Investigating Body (AIB)

� Implementation of an overall Safety Management System (SMS) in the Egyptian

National Railway (ENR) in order to improve

rail freight and passenger transport safety.

� Safety reforms will be implemented by approximating to European Directives 91/440

(July 29, 1991) and 2004/49/EC (April 29,

2004).

� Amendment to the existing law issued and RSRU is operational

� Amendment to the law issued and AIB operational

� SMS in place and fully operational � New regulations approved by MoT

� Decreased number of accidents

� Official journal

� Audit � MoT legal framework

� ENR statistics

� MoT Management

commitment

� Possible delays in issuing amendments

� MoT and ENR will acquire the minimum level

of skills and technology

required

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Results

Safety conditions in the Railway Sector have

improved in line with best practices and

approximated to EU Directives, leading to a

decreased number of incidents, accidents and

casualties.

Result 1: The Railway Safety Regulatory Unit

(RSRU) within MoT has been established and is

fully operational.

Result 2: The Independent Accident Investigating

Body (AIB) is in place and is fully operational.

Result 3: A Safety Management System has been

implemented within ENR and is fully operational.

Indicators for Result 1

� Scheme of the MoT Railway Safety Regulatory Unit (RSRU) is agreed upon by MoT

� Standard Operational Procedures for the RSRU in accordance with its legal role regarding Safety is

produced and implemented

� Safety instructions for the railway system proposed by ENR have been approved at MOT

level

� Related procedures for licences issuance and safety certificates delivery are in place


� Investigation procedures for the independent investigating body are produced and implemented.


� Functional scheme for SMS in place � Methodology for risk assessment, hazard identification, audit and inspection programme is

provided and operational

� Inspection Methodology for Operations, Track, Signalling/Telecommunication and Rolling Stock

is provided and operational

� Accidents/Incidents data base in place � Follow-up system for ensuring the enforcement of corrective actions in place

� Official Documents

� Audits


� Transparent procedures and publications


� Audits

� Amendments to

regulations issued

� Statistics

� Commitment of the

Institution and Top

management for reforms

� Quality of the interface between MoT and ENR :

will to work altogether

� Skill level of the staff

� adequate level of

technology acquired

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Result 4: the competent personnel at both MoT

and ENR have the full capacity to undertake their

tasks efficiently.


� Top Managers (2 study tours) for 10 persons � Middle management (4 one-week sessions) for 80 staff

� Operational (drivers/CTC staff) :2 one-week sessions for 40 trainers in view of dissemination

� MoT and ENR managers and staff utilizing the acquired knowledge and skills in their works

� Diplomas provided

� Overall evaluation of performance report

� Availability of the

concerned staff (selection

process by MoT / ENR

together with the MS

partner)

Activities / Components Component 1 : activities related to Safety reforms

at MoT include :

� Assisting MoT in setting safety policy and legislation,

� Establishing an independent accident

investigating body

� Assisting with the creation and organisation of the MoT Railway Safety Regulator Unit

(RSRU) in charge of defining/approving

safety rules and capability requirement

definition, providing licences and safety

certificates and effective oversight and

continuous monitoring/auditing.

� Formulating effective enforcement

mechanisms for the RSRU

In view of the complete restructuring of the

railway sector in the coming years, additional

tasks related to liberalisation of the sector will be

investigated such as, but not limited to:

� missions of the Overall Regulator (that includes the economic regulator), issuance of

licenses for Public-Private Partnership,

providing Safety certificates,

Total man/month: 12 equival. to 260 man-days

� High level Safety specialist (40 days)

� High level Safety specialist (20 days)

� Legal specialist (60 days)

� Procedures specialist (60 days)

� High level Regulatory specialist (40 days)

� Legal amendments issued � Operational procedures

and manuals

� Full commitment of MoT � Appointing the right

persons

� Full cooperation by MoT required

� Delay in passing

amendments to the law

� Full commitment of MoT

18

Indicators of achievement Source of verification Assumptions and risks � access charges and allocation of train paths, and transformation of present ENR

infrastructure Department into a specific

business unit with an Infrastructure Manager

� Economist (30 days)

� Train path specialist (10 days)

� Full acceptance by ENR Management

� Low level of

computerisation and poor

IT network

Component 2 : activities related to ENR

include:

� Putting in place Safety Management System and other correlated tasks.

� Implementing safety governance and

organization methods (roles, responsibilities

and accountability),

Reviewing overall safety rules and obtaining

approval of MoT,

Preparing safety procedures and processes,

� Reviewing the current accident data base,

� Introducing a new computerised accident database,

� Introducing procedures for audit programmes, hazard identification, risk assessment

� Building safety capabilities of ENR

personnel.

Total man / month : 16 equivalent to 355 man-days

� High level safety specialist (60 days)

� Legal specialist (70 days)

� Operation specialist (60 days) � Track specialist (40 days) � Signal & telecom specialist (40 days) � Rolling stock specialist (40 days)

� Data base specialist (15 days)

� Safety specialist (30 days)

� (see training component below)

� All required documents translated into English

� Free and full access to data

� Computers available and IT connections

� Full access to data

� Full cooperation at all levels

� Management of change for procedures

� Full commitment of ENR staff

� Low level of IT

19


Component 3 : activity related to training both

MoT and ENR staff.

Implementation of on the job training for staff

concerned with the newly introduced safety

regulation and operations

Preparing and implementing of a specific training

programme for safety that includes the following:

� Top management: organization of 2 study tours

� Middle management: organization of 4 “one week training programmes”

� Operational staff (drivers, Control Traffic Centre, and train scheduling staff):

organization of 2 “one week training

programmes”

The above will be implemented with a view

towards the selection of participants who will then

be in charge for disseminating the acquired

knowledge and skills within MoT and ENR

Total man / month : 8 equivalent to 180 man-days

� Will be undertaken by the experts already appointed for Components 1 and 2

� Human resources management / training specialist (50 days)

� With RTA

� 4 specialised trainers in safety for operations, track, signal & telecom and rolling stock (total :

20 days for preparation + 80 days for

implementation)

� 2 specialised Drivers / CTC trainers (total : 10 days for preparation + 20 days for

implementation)

� Full commitment of MoT and ENR

� Trainees selection is of utmost importance

(criteria will be proposed)

� Local trainers selection

� Local trainers selection

� Then, local trainers will disseminate the training

� Selection of trainees with high potential

� Low level of participation in the training groups by

lack of freedom

� Lack of good local trainers

20

Month 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

Activities

TW INNING I I I I I I I I I I I I I I I I I I I I I I I I CL

Comp. 1

Comp. 2

Comp. 3

Start up end

RTA Months 24

Comp. 1 12

Comp. 2 16

Comp. 3 8

tot 60

INDICATIVE TIME IMPLEMENTATION CHART FOR PROJECT CONTRACT

REFORMING RAILWAYS SAFETY REGULATIONS, PROCEDURES AND PRACTISES IN EGYPT