Evaluation of the National Railway Reform in Japan
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1 Evaluation of the National Railway Reform in Japan Paris, 8 th September, 2010 Takashi Yanagawa, Kobe University Ichiro Yoshino, Nagoya University of Commerce & Business Kozo Harimaya, Ritsumeikan University
2 Presentation Structure Motivation and Goals Objectives of the research Overview of national railway reform Background information Empirical investigation Conclusions and final remarks
3 Motivations Motivations and Goals State of transportation competition in Japan Differences of privatization policy of railway business between Japan and EU Pros and cons of privatization of JNR Goals Examination of economies of scope in rail operation Efficiency analysis of third sector local railway
4 Objectives of the research Privatization of JNR is in general evaluated as a success Problems still remain How competition works Considerable disparities among 6 passenger companies Burden of the cost for new Shinkansen lines Predicament in provincial railway companies
5 Overview of national railway reform Separation of infrastructure and operation Institutional separation: separates the infrastructure owner and railway operators into autonomous entities UK (Railtrack/ TOCs), France (SNCF/ RFF), Organizational separation: creates separate business units with a large degree of freedom Germany (DB AG/ DB Netz),
6 Background information Privatization of Japan National railways (JNR) JNR; public company involving construction, ownership and operation Privatized and divided into 7 companies (6 passengers and 1 freight companies) in passenger railway companies Hokkaido Railway Co. East Japan Railway Co. Central Japan Railway Co. West Japan Railway Co. Shikoku Railway Co. Kyushu Railway Co. 3 companies were excluded from the jurisdiction of the JR Law in 2001 Completion of selling the stocks owned by the government JR East : in 2002 JR Central : in 2006 JR West : in 2004
7 Horizontal separation (regional separation) Osaka Tokyo Nagoya
8 Financial Performance (FY2009) ( million) ( 1=\110)
9 Shinkansen Network In operation 1,360miles Under construction 396miles Planning stage 333miles Shin-Hakodate Sapporo Hokkaido Shinkansen FY 2015* Kyushu Shinkansen (Nagasaki Route) FY 2017* Hokuriku Shinkansen FY 2014* Shin-Aomori Tohoku Shinkansen Dec. 2010* * Hachinohe Morioka Nagasaki Kagoshima- Chuo Hakata San yo Shinkansen Shin-Yatsushiro Okayama Kyushu Shinkansen (Kagoshima Route) FY 2010* Kanazawa Shin-Osaka Nagano Nagoya Niigata Tokaido Shinkansen Tokyo Tohoku Shinkansen Joetsu Shinkansen * Scheduled S Completion Year * * Scheduled Opening Year
10 Operators of the Shinkansen Service Line Name Length Operator Opened Tokaido km JR Central 1964 Sanyo km JR West 1972 Tohoku km 1982 Joetsu km JR East 1982 Nagano* km 1997 Kyushu* km JR Kyushu 2004 * New Shinkansen Railway Constructed and owned by Japan Railway Construction, Transport and Technology Agency (JRTT), and operated by JRs
11 Safety Summary of Shinkansen No fatalities on the service due to collision since operations commenced High Speeds Maximum speed of 300 km/hr, Average speed of km/hr Frequency and Capacity More than 280 trains operate between Tokyo and Osaka each day and daily ridership of over 330,000 passengers Punctuality Average delay 0.5 min/train (FY2009)
12 Share of Shinkansen Passenger-km
13 Purpose Empirical investigation Investigating effects of the simultaneous operations of Shinkansen and conventional lines Investigating economic disparities among 6 passenger companies Re-evaluation of privatization of JNR Methodology Estimating scale and scope economies with the generalized translog multiproduct cost function (GTMCF) Simultaneously estimating the cost function with the cost share equations
14 GTMCF Box-Cox transformation Zero output values could be transformed Figure out how to handle value 0 with dummy variables
15 Economies of Scale and Scope Overall Economies of Scale (SCL<0) Product-specific Economies of Scale (PSE j <0) Economies of Scope (SCP>0)
16 Data 6 JRs from FY 1987 to FY 2006 Variables Total Cost: Personnel Expenses + Energy Expenses + Maintenance Expenses Outputs: Shinkansen Passenger-km Conventional Lines Passenger-km Input prices: the labor price the power price the maintenance price
17 Productivity Previous Work Mizutani and Uranishi, 2007; Mizutani and Nakamura, 1996; Mizutani, 2004; Utsunomiya, 2004 Competition Mizutani et al., 2009 Safety and Privatization Evans, 2010 Economies of scope Ida and Suda, 2004
18 Whole sample Descriptive Statistics Average value of each JR (Unit: thousand of yen and thousand kms)
19 Parameter Estimates of GTMCF
20 Results No significant economies of scale at the sample mean Shinkansen-specific scale economies (PSE 1 ) is larger for JR Central Conventional lines-specific scale economies (PSE 2 ) is larger for JR East Significant diseconomies of scope
21 Results -excluding the three island companies- Significant economies of scale at the sample mean No significant Shinkansen-specific scale economies (PSE 1 ) Significant conventional lines-specific scale economies (PSE 2 ) except for JR Central Significant economies of scope while unrealistic large values
22 Conclusions and final remarks Economies of Scale Results of product-specific scale economies highlight the characteristic of each operator Economies of Scope Advantage of simultaneous operation of Shinkansen and conventional lines are not supported Policy Implications Remains possibility for vertical separation to improve efficiency and to enhance competition
23 Thank you for your attention.
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